How Do Knowledge Management Strategy and Communication Channels Influence Innovation?

2023 | International Conference on Information Systems | Citations: 0

Authors: Xu, Zheyi; Mithas, Sunil; Vreede, Triparna de

Abstract: How do knowledge management (KM) strategy and communication channels influence ... Expand

Abstract: How do knowledge management (KM) strategy and communication channels influence individuals' innovative behavior?We answer this research question by drawing on media richness theory, and studying how two KM strategies (codification and personalization) and communication approaches with varying degree of media richness (i.e., telephone communication and email communication) shape innovative behavior at the individual level. Our analyses of the survey collected from more than 900 employees from several firms belonging to a leading conglomerate reveal three findings. First, we find that codification KM strategy has a positive effect on employees' innovative behavior. Second, we find that both face-to-face communication and telephone communication foster innovative behavior, but such an effect is absent for email communication presumably due to its lack of media richness. Finally, we find that the codification KM approach diminishes the advantages of face-to-face communication in innovative behavior. We discuss implications for research and practice. . Firms often adopt IT to mimic inperson interactions and implement enterprise social systems that are meant to overcome knowledge sharing challenges brought on by geographical separation (Malgonde et al., 2023;Ou et al., 2014;Susarla et al., 2012). However, not all communication tools are created equal and they provide different levels of communication cues (i.e., different levels of media richness) to facilitate innovative behavior. In particular, communication channels such as emails and voice communication, with or without video (e.g., telephone and online meetings), provide varying degree of communication cues (Gubbins & Dooley, 2014;Moffett et al., 2021). Besides communication channels, firms also use different types of knowledge management (KM) strategies to influence innovative behavior. These KM strategies can also influence the knowledge transfer by using different communication channels.Although prior research has made impressive strides to enhance our understanding of the individual roles of KM strategy and communication channels on innovation (Al Shaar et al., 2015;López-Nicolás & Meroño-Cerdán, 2011;Trantopoulos et al., 2017), few studies have examined the combined effect of KM strategies and communication channels on innovation. Accordingly, in this study, we investigate the following research questions: (1) How do different communication channels facilitate innovative behavior? (2) How do KM strategies and communication channels jointly facilitate innovative behavior? Drawing upon the media richness theory (Daft & Lengel, 1986;Ishii et al., 2019), we focus on three communication channels that vary in their media richness: face-to-face communication, telephone/voice communication, and text/email communication. In addition, we investigate the effect of two KM strategies (i.e., structured strategy termed as codification versus unstructured strategy termed as personalization) on innovative behavior and how two KM strategies moderate the effect of communication channels on innovative behavior. We test our hypotheses using survey data collected from teams participating in the innovation program at the Tata group, one of the most reputed and largest conglomerates in the world.Our results suggest that codification strategy is associated with innovative behavior. Face-to-face communication and telephone/voice communication leads to similar levels of improvement in innovative behavior. However, text/email communication does not improve innovation, presumably because of the lack of media richness. Further, we investigate the role of KM strategies in moderating the effect of communication channels, and find that the codification strategy diminishes the positive effect of face-toface communication on innovation. Collectively, these findings extend the growing literature on digital innovation and provide important implications for research and practice. CodificationThis describes whether the firm's innovation process or knowledge management process is standardized or not. It is a binary variable (codification=1, personalization=0).( Srivastava et al., 2013) f2f communicationThe extent to which employees communicate via face-to-face. It is measured using one items scoring from 1 (strongly disagree) to 5 (strongly agree) and is treated as a continuous variable.Self-developed Telephone communicationThe extent to which employees communicate via telephone/voice chat. It is measured using one items scoring from 1 (strongly disagree) to 5 (strongly agree) and is treated as a continuous variable.Self-developed Email communicationThe extent to which employees communicate via emails/text chat. It is measured using one item scoring from 1 (strongly disagree) to 5 (strongly agree) and is treated as a continuous variable.Self-developed innovative behavior at an individual level in teams. We leveraged data from more than 959 employees in a large multinational conglomerate to document several findings. First, we find that codification is better than personalization in eliciting individual's innovative behavior, presumably because of standardization and low complexity. Second, we find that face-to-face communication, telephone communication, and email communication can all facilitate team collaboration and innovation, but they show nuanced differences. Telephone communication is equivalent to face-to-face communication suggesting that knowledge sharing happens through verbal cues, requiring fewer non-verbal cues. We find that email communication is not effective in improving innovation, presumably because (1) email lacks the benefit of synchronous communication and immediate feedback, and (2) knowledge sharing requires not only textual information but also verbal cues, such as tones of voice.Finally, we find that the codification strategy negatively moderates the relationship between face-to-face communication and innovative behavior, but the moderating effect does not exist for telephone and email communication. These findings indicate that high level of codification tends to diminish the effects of interpersonal relationship and the rich media provided by face-to-face communication on innovation. As IT-supported communication channels lack the merits of building interpersonal relationships, codification would not affect innovative behavior initiated by telephone and email communication. In summary, our results suggest that knowledge sharing via non-verbal communication, which is enabled by face-to-face communication, is important to innovation, and management of non-verbal knowledge is better facilitated via personalization strategy instead of codification strategy. Together these findings provide important KM Strategy, Communication Channels, and InnovationOur findings provide several implications for research. First, our findings related to the effect of communication channels on innovative behavior provide a greater insight into the antecedents of individuals' innovative behavior. As an individual-level construct, innovative behavior has been explained by individual-level antecedents, such as interpersonal relationships (Abdullah et al., 2016;Li & Hsu, 2018), but there is limited understanding on how various communication channels facilitate innovation. This presents a critical gap in innovation research. We address this gap by examining the role of IT in supporting communication, knowledge sharing, and innovation (Matta et al., 2017;Saraf et al., 2013). We also show the need for differentiating among different types of communication channels because they influence innovative behavior differently. Thus, this research contributes to a more holistic understanding of innovative behavior by considering factors beyond the typically explored individual-level antecedents.Second, we extend our understanding of media richness theory from the KM perspective. Although media richness theory proposes that increased media richness results in better communication outcomes, our research shows that telephone communication is as effective as face-to-face communication in motivating innovative behavior. We further show that email communication is less effective than telephone communication in stimulating innovative behavior suggesting that synchronous communication with nonverbal cues may be an effective communication mode to facilitate innovation. In other words, by empirically establishing the limitations of email for innovative tasks, we offer evidence that IT-intensive methods might not always be suitable for knowledge sharing in innovation contexts. While both face-to-face and telephone communications have homogeneous effects on innovative behavior, non-verbal cues might actually introduce complexity rather than value.Third, we answer the call for the simultaneous examination of human knowledge artifacts and technical artifacts when investigating digital innovation (Hund et al., 2021;Majchrzak & Griffith, 2020). In addition, our findings provide empirical evidence of considering the joint effect of KM strategies (i.e., the human knowledge artifact) and communication channels (i.e., the technical artifact) on digital innovation. Although prior literature proposes that the choice of codification or personalization is contingent on their knowledge reuse contexts (Kumar & Ganesh, 2011;Liu et al., 2013), these studies do not provide clear guidance of how to choose between codification and personalization when considering different communication channels for knowledge management. Our research builds on this proposition and shows (1) that the choice of codification (versus personalization) depends on the use of communication channel, and (2) that high codification may diminish the beneficial effects of face-to-face communication. Managerial ImplicationsOur research also provides several practical implications. First, our findings suggest that firms should tailor their deployment of communication tools considering their impact on innovative behavior. Managers should emphasize face-to-face and telephone communications over email communications if the goal is to promote innovation. This finding is relevant in the post-pandemic era when many firms are rethinking or transforming their working mode temporarily or permanently. Understanding that telephone communication can be as effective as face-to-face interaction can help organizations to be more diverse in their collaboration approaches. Organizations can also promote innovation by developing IT solutions that mimic the benefits of face-to-face and telephone communication while retaining the efficiency of email communication. For instance, firms can allocate more budget to implement voice-based electronic communication tools that replace email communication.Second, our findings provide insights to firms to synchronize their KM strategy with the deployment of communication channels to improve innovation. Firms should choose between codification and personalization depending on what communication channel the innovation teams adopt. For instance, when team members mostly meet in person to discuss ideas, personalization through non-verbal communication is likely to be a better way for them to generate innovative ideas.Finally, the findings of the study underscore the critical need for organizations to carefully consider their communication and KM strategy. One strategy does not fit all needs. It is imperative that organizations not KM Strategy, Communication Channels, and Innovation Collapse

Topics: innovation management electronic mail knowledge management strategy usability telephone

Methods: statistical hypothesis test survey descriptive statistic theory development cross sectional survey

Theories: media richness theory

Knowledge coordination via digital artefacts in highly dispersed teams

2022 | Information Systems Journal | Citations: 0

Authors: Fang, Yulin; Neufeld, Derrick; Zhang, Xiaojie

Abstract: Virtual teams face the unique challenge of coordinating their knowledge work acr ... Expand

Abstract: Virtual teams face the unique challenge of coordinating their knowledge work across time, space, and people. Information technologies, and digital artefacts in particular, are essential to supporting coordination in highly dispersed teams, yet the extant literature is limited in explaining how such teams produce and reproduce digital artefacts for coordination. This paper describes a qualitative case study that examined the day-to-day practices of two highly dispersed virtual teams, with the initial conceptual lens informed by Carlile's (2004) knowledge management framework. Our observations suggest that knowledge coordination in these highly dispersed virtual teams involves the continuous production and reproduction of digital artefacts (which we refer to as technology practices) through three paired modes: ‘presenting-accessing’ (related to knowledge transfer); ‘representing-adding’ (related to knowledge translation); and ‘moulding-challenging’ (related to knowledge transformation). We also observed an unexpected fourth pair of technology practices, ‘withholding-ignoring,’ that had the effect of delaying certain knowledge coordination processes. Our findings contribute to both the knowledge coordination literature and the practical use of digital artefacts in virtual teams. Future research directions are discussed. Collapse

Topics: virtual teamwork knowledge management knowledge sharing electronic mail information system use

Methods: design artifact case study qualitative coding qualitative interview conceptual modelling

Theories: boundary objects theory social practice theory

Cultural metaphors and KMS appropriation: Drawing on Astérix to understand non-use in a large French company

2021 | Information and Organization | Citations: 0

Authors: Dudézert, Aurélie; Mitev, Nathalie; Oiry, Ewan

Abstract: Management research is increasingly using fiction as an insightful way to analyz ... Expand

Abstract: Management research is increasingly using fiction as an insightful way to analyze complex organizational dynamics. Focusing on user appropriation of Knowledge Management Systems, we describe how we used the popular Ast´erix, a well-known French cartoon to better understand KMS appropriation. We came to use this approach in an action research project in a large French construction firm initially designed to help Chief Knowledge Officers address KMS non-use. After our first findings showed paradoxical cultural issues, and based on the idea that culture is central to sensemaking and appropriation, we used the notion of the cultural metaphor to help better understand the cultural aspects associated with KMS appropriation. These results contribute knowledge in three different areas. First, we underline the role of cultural metaphors in infor­ mation systems appropriation. Second, we enrich the literature on the role of fiction in man­ agement by illustrating the role of cultural metaphors. Third, we report on how this can be used in an action research project to help better understand KMS appropriation issues, which has the potential of leading to practical managerial action. Collapse

Topics: organizational culture knowledge management knowledge management system national culture social network

Methods: qualitative interview action research experiment field study qualitative content analysis

Theories: sociomaterialism theory

Knowledge Management in the Era of Artificial Intelligence - Developing an Integrative Framework

2021 | European Conference On Information Systems | Citations: 0

Authors: Fteimi, Nora; Hopf, Konstantin

Abstract: Artificial intelligence (AI) and its rapid technological advancement will consi ... Expand

Abstract: Artificial intelligence (AI) and its rapid technological advancement will considerably affect the future of work and the way organizations manage their knowledge management (KM) processes. Typical KM initiatives include the development, transfer, storage, and evaluation of a firm's knowledge throughout the knowledge lifecycle, but often neglect ongoing advances in the AI area. Thus, organizations struggle to integrate AI into working environments to leverage outcome efficiency. Starting with a descriptive literature review, we draw on two KM strategies-personalization and codification-and introduce an adaptive, AI-specific approach for organizational KM implementation. Our approach supports KM strategy and research, as it outlines how AI affects current working processes. This enables to understand which role AI can take in the human-AI interaction. Knowledge managers are provided with a tool to align organizational KM with the business strategy and current technological progress in AI context. We also outline future research to validate the construct. Collapse

Topics: artificial intelligence knowledge management strategy usability personalization knowledge work

Methods: literature study synthesis literature sample case study survey

Datafication of Knowledge Work: A Framework and Research Agenda

2021 | HICSS | Citations: 2

Authors: Fischer, Louise; Wunderlich, Nico

Abstract: Datafication is moving into the center of value creation in the knowledge intens ... Expand

Abstract: Datafication is moving into the center of value creation in the knowledge intensive organization. Datafication describes the transformation of qualitative behavior and tacit knowledge into quantified actions and codified data. While traditional assumptions on knowledge work highlights individual autonomy in shaping job tasks and fitting abilities for productive work, the consequences of datafication for knowledge work are not yet well understood. We build on the contingency theory of performance as theoretical lens to derive a framework that addresses relevant future research questions in the evolving field of datafication in knowledge work. The proposed multi-level framework considers assumptions and elements from traditional productive knowledge work in combination with determinants of digital workplaces and organizational factors along the lines of data-based value creation and (semi-)automated decision making. For the future, we suggest viewing datafied knowledge work as a socio-technical phenomenon, thereby constituted of human-dominated knowledge work in convergence with technological-dominated algorithmic thinking. Collapse

Topics: datafication knowledge work task productivity decision making value creation

Methods: business process modeling computational algorithm machine learning cross sectional research theory development

Theories: contingency theory

Portfolio effects of knowledge management strategies on firm performance: Complementarity or substitutability?

2021 | Information & Management | Citations: 0

Authors: Kim, Tae Hun; Choi, Byounggu; Lee, Jae-Nam; Sambamurthy, Vallabh

Abstract: To investigate the mutual effects of knowledge management (KM) strategies on fir ... Expand

Abstract: To investigate the mutual effects of knowledge management (KM) strategies on firm performance, we categorize the portfolios of KM strategies into four patterns: unrelated (scope- and type-based), related, extended, and high diversity portfolios. An inverted U-shaped relationship of KM diversity and firm performance is proposed across the portfolios based on the underlying cost–benefit tradeoffs. Supermodularity test results indicate that strategies of unrelated diversity portfolios show substitutable effects, whereas strategies of related diversity portfolios have complementary effects on firm performance. While strategies of extended diversity portfolios exhibit mixed re­ sults with complementary and substitutable effects, strategies of high diversity portfolio exhibit a substitutable effect. Our findings indicate that multiple KM strategies, as a firm’s portfolio, mutually generate complemen­ tarities or cause substitutabilities in improving firm performance. We also discuss practical implications for managerial decisions on successful KM. Collapse

Topics: knowledge management strategy organizational productivity organizational memory personalization usability

Methods: survey statistical hypothesis test theoretical contribution robustness check company material

Theories: economic theory of complementarity

Impact of IT integration on the firm’s knowledge absorption and desorption

2020 | Information & Management | Citations: 0

Authors: Braojos, Jessica; Benitez, Jose; Llorens, Javier; Ruiz, Laura

Abstract: This paper examines the impact of the integration of IT systems with other organ ... Expand

Abstract: This paper examines the impact of the integration of IT systems with other organizations (IT integration) on the knowledge absorption and desorption of the focal firm. We ran an empirical study in Spain and found that IT integration enables the firm to absorb and desorb knowledge with other organizations, which in turn improves firm performance. This research provides two key contributions to the IS discipline: 1) We introduce the concept of desorptive capacity in the IS research and provide a scale for its measure, 2) we provide a theory of IT in­ tegration impact on the firm’s knowledge absorption and desorption. Collapse

Topics: desorptive capacity absorptive capacity system integration organizational productivity knowledge sharing

Methods: theory development survey partial least squares regression mediation analysis archival research

Theories: ambidexterity theory

Strategy archetypes for digital transformation: Defining meta objectives using business process management

2020 | Information & Management | Citations: 22

Authors: Fischer, Marcus; Imgrund, Florian; Janiesch, Christian; Winkelmann, Axel

Abstract: Digital transformation dominates the practical and scientific discourse. Still, ... Expand

Abstract: Digital transformation dominates the practical and scientific discourse. Still, many companies do not have a clear plan on how to approach it. Particularly, small- and medium-sized enterprises struggle to initiate their digital journey as they lack resources and expertise. In response, we examine how five companies use business process management (BPM) to implement digital transformation. We perform a qualitative interview study, and analyze the capabilities of BPM based on six requirements of digital transformation. Thereby, we carve out 17 recommendations, which must be adapted according to companies’ meta objectives. We derive three strategy archetypes to serve as implementation blueprints. Collapse

Topics: digital transformation information systems strategy business process management systems design knowledge management strategy

Methods: qualitative interview personal interview business process modeling design pattern case study

Inspired by Emotions, Guided by Knowledge: Which Emotional Cues Dominate Knowledge Management Research?

2020 | HICSS | Citations: 0

Authors: Hornung, Olivia; Fteimi, Nora; Smolnik, Stefan

Abstract: Knowledge, being context-specific and bound to individuals, is strongly related ... Expand

Abstract: Knowledge, being context-specific and bound to individuals, is strongly related to human emotions such as joy or fear. Although emotions play an important role to articulate knowledge in text, KM research only offers insight on emotions from specific angles, neglecting a holistic view. Applying a sentiment analysis, this study closes the aforementioned gap by investigating the occurrence of emotions in KM publications. Based on general sentiment dictionaries, we (1) develop a dictionary aligned with KM, and (2) apply it to KM publications to determine the presence of positive and negative emotions and categorize them according to an emotion scale. Our results reveal that a variety of emotions is expressed in KM studies, both positive and negative, proving its relevance for this domain. We find that there is high term diversity, but also the need for consolidation of terms as well as emotion categories in KM. Collapse

Topics: cloud computing system deployment knowledge management strategy database system

Methods: natural language processing sentiment analysis machine learning literature sample topic model

Knowledge Management

2020 | MIS Quarterly Research Curations | Citations: 0

Authors: Huang, Peng; Kankanhalli, Atreyi; Kyriakou, Harris; Sabherwal, Rajiv

Abstract: ... Expand

Abstract: Collapse

Topics: knowledge management system knowledge management strategy knowledge management IT workforce

Methods: literature sample