دانلود رایگان مقاله انگلیسی ترویج استفاده از دانش در بخش سیستم اطلاعات: نقش مدیریت منابع انسانی - امرالد 2017

Abstract

Purpose – The purpose of this paper is to gain a clear understanding of the impact of uncommon use of knowledge (adaptation and augmentation) on the performance of information systems (IS) departments, and to explore the effects of human-resources management (HRM) practices on uncommon use of knowledge. Design/methodology/approach – A questionnaire-based survey was used to measure the constructs of the research model. A survey package was delivered to project managers or team leads and 133 responses were returned. Findings – The empirical results indicate that knowledge adaptation has a significant effect on departmental performance, whereas knowledge augmentation is more important to innovation than to routine departmental performance. The results also show that, while knowledge adaptation can be enhanced by communication and an uncertainty-avoidance culture, knowledge augmentation is an outcome of shared decision-making, the use of teams, and innovation-based policies. Research limitations/implications – Given the positive impact of uncommon use of knowledge on IS department performance, future research should explore other factors besides HRM practices to boost it. Practical implications – The results can serve as guidance for managers looking to select HRM practices to promote uncommon use of knowledge. Originality/value – This study introduces knowledge adaptation and knowledge augmentation as the component processes of uncommon use of knowledge to the IS discipline, and empirically validates the antecedents and consequences of uncommon use of knowledge using survey data.

Discussion and conclusion

The objectives of the present study are: to examine the relationship of uncommon use of knowledge to IS departments’ routine performance and innovative performance, which together represent such departments’ overall performance; and to explore the factors that foster uncommon use of knowledge from an HRM perspective. Our empirical results indicate, first, that knowledge adaptation had a significant effect on both aspects of departmental performance, while knowledge augmentation was more critical to innovative performance than to routine performance. Our second key finding was that high uncertainty avoidance and high communication enhanced knowledge adaptation, while teamwork design and innovation-based policies were critical to promoting knowledge augmentation. We also found that shared decision-making was essential to both knowledge augmentation and knowledge adaptation, but much more critical to the former.

The positive impact of uncertainty avoidance on knowledge adaptation is in line with the prior findings by Erez and Nouri (2010), who argued that individuals in uncertaintyavoidance cultures focus on elaborating the usefulness and appropriateness of their ideas to the situation in order to reduce ambiguity, primarily when working on a well-defined task. Likewise, our finding that within-team communication significantly impacted knowledge adaptation is consistent with research by Akgün et al. (2014), who demonstrated the critical effects of communication on information acquisition, dissemination, and implementation, which in turn improved project outcomes. The impact of teamwork design on knowledge augmentation has been consistently identified in past studies (Hoegl and Parboteeah, 2007; Okhuysen and Eisenhardt, 2002; Tiwana and Mclean, 2005).