Rafael E. Landaeta

Identifying sources of resistance to change in healthcare

The continuous introduction of new healthcare technologies, as well as the proliferation of new processes that guarantee better treatment and care of patients, suggests that the pace of the healthcare environment has been accelerating in recent years. Therefore, it is very important to identify and address sources of resistance to change before, during, and after change efforts are made in healthcare. This research applied a phenomenology approach to evaluate 24 known sources of resistance to change in a change effort at a section of Sentara Leigh Hospital in Norfolk, Virginia. The results of this investigation suggest that there are sources of resistance to change that are specific only to the healthcare sector. This finding is important because it provides a foundation that can be used to extend our understanding of both healthcare organisations and sources of resistance to change.

Exploring the relationships between emotional intelligence and the use of knowledge transfer methods in the project environment

This exploratory investigation contributes empirical findings on the relationship between emotional intelligence and the use of knowledge transfer methods in the project environment. Emotional intelligence can be generally defined as the ability to effectively recognize and manage emotions to achieve individual and/or group objectives. Knowledge transfer has been generally defined as the process in which knowledge flows from knowledge sources to knowledge recipients. An exploratory hypothesis was tested using data collected from project managers and members of project teams from a variety of project-based organizations. The findings of this study suggest that there are noteworthy relationships between emotional intelligence factors and the use of specific methods to transfer knowledge within and across projects. The results of this investigation can be used by knowledge management researchers as a foundation for further research and development in the area of knowledge transfer and sharing in the project environment.

Strategic management of scrum projects: An organizational learning perspective

This paper contributes a framework to facilitate the strategic management of scrum projects. Scrum is a relatively new project management framework that has been adopted by research and development organizations, especially in the software development industry. Despite the many benefits that scrum has brought to R&D organizations, there are still additional benefits that have not been realized through the implementation of scrum in these organizations. Specifically, this investigation proposes an organizational learning framework applied to the strategic management of scrum projects. The results of this investigation can be used by senior managers and scrum practitioners as a guide for the development of strategies that promote learning across scrum projects.

Formal mentoring: a human resource management practice that supports knowledge transfer across projects

This investigation focuses on understanding the extent to which the Human Resource Management (HRM) practice of formal mentoring performed across projects influences the body of knowledge of the project mentors and is influenced by the nature of the project mentors. Data from 46 projects was used to test three hypotheses. The results suggest that formal mentoring delivered across projects enhances the body of knowledge of the project mentor and is dependent on the individual and team characteristics of the project mentor. These results can be used as a foundation for further research and development on the application of HRM practices to transfer knowledge across projects.

Understanding the relationship between Risk Management and Knowledge Management: a literature review and extension

Risk Management (RM) and Knowledge Management (KM) have mostly been treated as separate management philosophies. Some research has been conducted to apply the principles of KM in establishing RM plans. To a lesser extent, research has been conducted to apply the philosophies of RM to identify knowledge gaps and maintain corporate knowledge. More research is needed to further understand the links between the two philosophies and how they can be synthesised to increase success. The two management philosophies are complementary and principles of both can be combined in a comprehensive manner to benefit both academia and industry.

Training system impact assessment: a review, reconceptualisation, and extension

This research focuses on reviewing and extending the current literature on impact assessment of training systems. This research contributes a model of training system assessment that considers organisational aspects of the training system, the life cycle of training systems, and the different stakeholders of training systems. This investigation is based on the definition of training systems as socio-technical human resource development initiatives. The intent of the training system assessment model is to help organisations providing and receiving training, as well as organisations managing the research and development of training systems with the ability to evaluate the performance of a training system through its life cycle from the identification of programme needs to selecting and conducting R&D to implementation to defining and measuring results. As proof of this concept, new views of training system impact assessment were developed and applied in the Next-generation Expeditionary Warfare Intelligent Training (NEW-IT).

Assessing faulty knowledge management systems in project-based organisations

This investigation contributes an action science approach to evaluate faulty Knowledge Management Systems (KMSs). It also contributes a model of a faulty KMS. We developed and implemented a seven-step action science approach to evaluate an underperforming KMS in a Research and Development (R&D) organisation. We used literature and our experience as applied researchers to develop the approach. To develop the model, we additionally used the data we collected from the R&D organisation. The model represents the systemic relationships hampering knowledge creation, transfer and application in the R&D organisation in a one-way, open-loop system model. This investigation addresses the gaps in the literature about a general model and an approach that can guide organisations to evaluate underperforming KMSs. Organisations can use the results of this investigation as a guide to enhance and design KMSs. Investigators can also use the results as a foundation for further R&D in Knowledge Management (KM).

Modeling Energy Portfolio Scoring: A Simulation Framework

U.S. regions are expected to follow the national trend towards investment in renewable energy as part of their electricity portfolio. The progress of energy portfolios that typically involves traditional methods, such as centralized nuclear and coal-fired generation, and towards cleanerand renewable-source generation will impact economic growth and public health. Renewable electricity production must strike a balance among cost, reliability, and compatibility. The economic and health benefits obtained from developing an efficient energy portfolio make renewable energy alternatives an important consideration for regions endowed with natural resources. A portfolio mix of production method that considers the economic benefits while limiting adverse health and environmental impacts is attractive. This research proposes a System Dynamics simulation framework to support policy-making efforts in assessing the impact of energy portfolios. The authors demonstrate the utility of the framework by means of analyzing data that pertain to the U.S. Hampton Roads Peninsula Region. Modeling Energy Portfolio Scoring: A Simulation Framework

Defining training system impact assessment measures from a stakeholder perspective: case study of the NEW-IT project

This research focuses on reviewing and extending the current literature on impact assessment of a training system. This research proposes a six-step process to define a set of impact measuring dimensions and metrics from a stakeholders perspective. The intent of the framework is to help an R&D organisation provide traceability from the identification of training programme needs to selecting and conducting R&D to implementation to defining and measuring results. The framework is demonstrated using an Office of Naval Research project: The NEW-IT project.

Developing impact assessment for training systems research & development: A case study of the strategic approach for the NEWIT system

Impact assessment seeks to evaluate the effects of a new system realized on target beneficiaries and is an essential process via which to tangibly demonstrate the operational and economic benefits of a research and development (R&D) program. This paper contributes a framework –Program-management Understanding, Measurement, and Assessment (PUMA) - for developing an impact assessment approach for planning and evaluating R&D programs. The intent of the framework is to help an R&D organization provide traceability from the identification of program needs to selecting and conducting R&D to implementation to defining and measuring results. The framework is demonstrated using an Office of Naval Research project.