Karma Sherif

Social capital, knowledge management, and sustained superior performance

Purpose – This article attempts to begin the process of removing the cloak of causal ambiguity by examining the role that knowledge management has in the creation of the wide variety of competitive advantages found in some organizations. Specifically, this article aims to extend understanding in the field of knowledge management by examining how knowledge management can affect organizational performance, and by examining one possible determinant of an organization’s capacity to manage knowledge. Design/methodology/approach – Reviews literature on resources-advantage theory of the firm, social capital and knowledge management to propose ways within the organization to improve their ability to manage knowledge and achieve sustained superior performance. The paper is structured around the following constructs: resource-advantage theory of the firm, social capital, and knowledge management. Findings – Describes the relationship between social capital and knowledge management and how both help organizations achieve a sustained superior performance within the market. Suggests that organizations with high levels of social capital have more knowledge-management capabilities than organizations with low levels of social capital. Research limitations/implications – This article extends prior research of knowledge management by proposing how social capital can positively impact the ability of organizations to manage knowledge. Practical implications – Since resources within all businesses are relatively limited, and particularly so when the business is small relative to its competitors, the revelation that social capital can lead to more effective knowledge management makes the decision to support and nurture social-capital development much more credible. Originality/value – Because there is no existing literature that has examined the relationship between social capital, knowledge management, and organizational performance, this paper provides a foundation for future studies that examine the relationship between social capital and knowledge management.

Can technology build organizational social capital?: the case of a global IT consulting firm

Knowledge management (KM) and knowledge management systems (KMS) have been positioned as strategies and tools that enable organizations to create and transfer knowledge in order to sustain competitive advantage. While KM as a strategy gained legitimacy, KMS have struggled to show a causal relationship to knowledge creation and knowledge transfer. KMS contribution to the economic performance of organizations has been harder to prove, mainly because of a lack of collection of data and thus analysis of knowledge metrics. This has lead to an unjustifiable move to underplay the role of technology in creating and transferring knowledge. We strived to revive interest in KMS by exploring their ability to accumulate social capital and showing its effect on the creation and transfer of knowledge. We posited that social capital was the mediating factor between KMS and knowledge creation and transfer and hypothesized that: (1) KMS will positively affect an organizations ability to build social capital, and that (2) social capital will enhance a firms ability to create and transfer knowledge. Qualitative data collected from a multinational IT consulting firm was used to validate the framework.

Managing peer-to-peer conflicts in disruptive information technology innovations: the case of software reuse

We examine the case of software reuse as a disruptive information technology innovation (i.e., one that requires changes in the architecture of work processes) in software development organizations. Using theories of conflict, coordination, and learning, we develop a model to explain peer-to-peer conflicts that are likely to accompany the introduction of disruptive technologies and how appropriately devised managerial interventions (e.g., coordination mechanisms and organizational learning practices) can lessen these conflicts. A study of software reuse programs in four organizations was conducted to assess the validity of the model. Qualitative and quantitative analyses of the data obtained showed that companies that had implemented such managerial interventions experienced greater success with their software reuse programs. Implications for theory and practice are discussed.

Adaptive processes for knowledge creation in complex systems: The case of a global IT consulting firm

Knowledge is becoming more important as the foundation of a resource-based theory of the firm but the process of knowledge creation is still neglected. There is no clear understanding of the processes that an organization should adopt to create new knowledge. Drawing on complex adaptive theory, we developed a holistic process to provide a means for knowledge creation; based on the properties of CAS, multiple level processes for knowledge creation were identified. Data collected from a leading multinational IT consulting firm was used to illustrate how the proposed processes were implemented.

An adaptive strategy for managing knowledge in organizations

Purpose – This article proposes an adaptive strategy for managing knowledge in complex organizations. Specifically, this article aims to extend understanding in the field of knowledge management (KM) by examining how an adaptive strategy for managing knowledge can help organizations become innovative and build dynamic capabilities.Design/methodology/approach – Literature on complexity theory and KM is reviewed to propose the development of an adaptive strategy that will assist organization in managing knowledge and becoming innovative. The paper is structured around the following constructs: complexity theory, complex adaptive systems, and KM.Findings – A link between an adaptive strategy for managing knowledge, innovation and dynamic capability is established. The central proposition of the article is the organizations that follow adaptive complex processes for managing knowledge are better able to compete in the market today.Research limitations/implications – This article extends prior research on KM b...

The combinative effect of electronic open networks and closed interpersonal networks on knowledge creation in academic communities

Purpose – This paper aims to develop and test a theoretical framework that examines the capacity of electronic open networks and closed interpersonal networks in building social capital and creating new knowledge. Specifically, this article aims to extend understanding in the field of knowledge management by examining how social networks can accumulate social capital and build up potential and absorptive capacity for the creation of new knowledge.Design/methodology/approach – The authors reviewed the literature on open electronic social networks and closed interpersonal networks, social capital and absorptive capacity to examine how different types of networks accumulate different dimensions of social capital and develop different measures of absorptive capacity. A model was developed that hypothesizes that open networks can impact the structural and cognitive dimension of social capital but have less than a moderate effect on the relational dimension. The model is tested in the academic community using a...

A social status perspective of network utility over electronic channels in academic communities

Early research on the social implications of e-mail has promoted the role of electronic communication channels in fostering social equality and reducing gaps between the social classes. Follow-up studies, however, suggest that people continue to rely on social cues in electronic communication as a way of dealing with uncertainties and reducing feelings of discomfort associated with unfamiliar contexts. Based on a review of the Social Cognitive Theory, social status and electronic communication literatures, along with the results of a previous qualitative study, we propose a formal model that indicates how self-perceptions of social status are related to the use of e-mail and the acquisition of social resources over electronic channels. The model is tested using data collected from 206 faculty members in a major U.S. university. The empirical results support the proposed model implying that self-perceptions of social status influence social assertiveness, which in turn reinforces the use of e-mail to seek help and acquire social resources from others. The use of e-mail for the acquisition of social resources is associated with a socially diverse network whose contacts are perceived to acquire valuable information and to extend instrumental support for career development. Implications are drawn for both theory and practice.

Think Social Capital Before You Think Knowledge Transfer

Knowledge transfer has been promoted as a critical and necessary condition in order for organizations to sustain competitive advantage. In this article, we argue that successful transfer of knowledge within organizations will depend on the accumulated social capital embedded within organizational social networks. We pose social capital as a critical factor for knowledge transfer and hypothesize that the structural, relational, and cognitive dimensions of social capital must be developed within an organization in order for knowledge transfer to impact organizational performance. The study uses data collected from Egypt to test the model. Hofstede’s Cultural Dimensions Model is used to explain how cultural attributes limit the accumulation of social capital and the effectiveness of knowledge transfer in developing countries.

An exploratory study of organization architecture and the balance between exploration and exploitation of knowledge

Purpose – This article aims to explore how organizational architecture (OA) for an information technology organization can balance between exploring new information technologies (IT) that promise significant but uncertain growth opportunities, and exploiting already existing IT that guarantee immediate survival. Design/methodology/approach – The literature on organizational architecture (OA) and the balance between the exploitation and exploration of knowledge is reviewed. Data collected from in-depth case study of a global IT consulting firm highlights the importance of OA in balancing exploitation and exploration. Findings – Four elements of OA emerged as critical in balancing exploitation and exploration: embedding autonomous exploratory units within large exploitative sectors; creating organizational roles to integrate between exploration and exploitation; developing technology solutions that support the interplay between exploitation and exploration; and establishing a reward structure that fosters t...

Why do information system controls fail to prevent unethical behavior

Purpose The purpose of this paper is to examine the ability of enterprise systems and embedded controls to prevent unethical behavior within organizations. Design/methodology/approach The authors use a case study to explore how the configuration of information technology (IT) controls within enterprise systems and their effectiveness in preventing unethical behavior is compromised by the tone at the top. Findings The study highlights the decisive role of cultural values and leadership in moderating the relationship between IT controls and unethical behavior and the realization that ethical environments are socially constructed not enforced. Research limitations/implications The limitation of this research is that the authors conducted one case study in an institution of higher education to refute the theory that IT controls embedded within enterprise systems can prevent unethical, and thus, the results may not be generalizable to other industries. Practical implications An important implication of the research is that the configuration of information system controls is affected by the organizational culture and the ethical values embraced by top management. When the tone at the top does not emphasize the ethical code of conduct, the configuration of IT controls will be compromised leaving organizations vulnerable at all levels. Originality/value Although the authors have a wealth of knowledge on ethics and theories that explain why unethical decision-making continue to surface to the headlines, they have little explanation as to why enterprise systems fail to stop unethical behavior in organizations. This study explores technical, organizational and individual factors that contribute to unethical decision-making.