Knowledge and Performance Management

Journal Information
ISSN / EISSN : 2543-5507 / 2616-3829
Published by: LLC CPC Business Perspectives (10.21511)
Total articles ≅ 29
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Latest articles in this journal

Anh Don Ton, Laszlo Hammerl
Knowledge and Performance Management, Volume 5, pp 14-28;

Knowledge is crucial, but a transient resource that decides over the success or failure of business operations. Consequently, companies aim for the most profitable method to achieve high gains and conservation of knowledge, while excluding rivals to maintain the position of economic advantage as long as possible. To maximize the efforts of knowledge generation, new concepts of organizational processes were established in recent years. To provide a conceptual foundation and identify promising niches for future studies in the important field of team coopetition, existing literature on the factors of cross-functional team coopetition was reviewed, concluding in a systematic review. For this purpose, leading peer-reviewed journals from 2010 to 2021 offered 25 articles that fall within its established search inclusion criteria. Adding to the change of stakeholder project management, the shift from traditional, cooperative-led organizational approaches towards coopetition between two or multiple rivals can lead to promising results. However, it was indicated that this concept often fails due to misleading coordination in a coopetitive tension. Current studies extracted their results from applied team management mostly on short-term organizational, financial, and technical benefits or drawbacks, excluding long-term innovation effects. Most studies were categorized into three outcomes contributing to knowledge management: performance, relationship, and innovation. As a result, it is pointed out that several factors derived from the literature significantly influence the outcomes.
Maxim Polyakov, , Gennadiy Shevchenko, Vladimir Bilozubenko
Knowledge and Performance Management, Volume 5, pp 1-13;

Due to the large volumes of empirical digitized data, a critical challenge is to identify their hidden and unobvious patterns, enabling to gain new knowledge. To make efficient use of data mining (DM) methods, it is required to know its capabilities and limits of application as a cognitive tool. The paper aims to specify the capabilities and limits of DM methods within the methodology of scientific cognition. This will enhance the efficiency of these DM methods for experts in this field as well as for professionals in other fields who analyze empirical data. It was proposed to supplement the existing classification of cognitive levels by the level of empirical regularity (ER) or provisional hypothesis. If ER is generated using DM software algorithm, it can be called the man-machine hypothesis. Thereby, the place of DM in the classification of the levels of empirical cognition was determined. The paper drawn up the scheme illustrating the relationship between the cognitive levels, which supplements the well-known schemes of their classification, demonstrates maximum capabilities of DM methods, and also shows the possibility of a transition from practice to the scientific method through the generation of ER, and further from ER to hypotheses, and from hypotheses to the scientific method. In terms of the methodology of scientific cognition, the most critical fact was established – the limitation of any DM methods is the level of ER. As a result of applying any software developed based on DM methods, the level of cognition achieved represents the ER level.
, Stanislav Kotenko, , Vita Gordienko, , Dipra Jha
Knowledge and Performance Management, Volume 4, pp 52-66;

The world economy is in an unprecedented situation, caused by the COVID-19 pandemic and the health care crisis. It’s currently difficult to predict all the consequences, but there are undoubtful changes in migration flows, unemployment and poverty increase, and their impact on national economies and globally. The paper aimed at analyzing the cases of educational reforms in different countries, revealing new trends in education and learning that may prevent labor migration or mitigate it. To support feasibility of the study, a bibliometric analysis was implemented on the basis of Scopus tools and VOSviewer software. In this paper, the content analysis of several cases in a sphere of educational reform was performed, namely educational systems of some EU countries and their former members (UK, France, Finland) as well as the most developed world economies (USA, China, and Japan). The distance learning is considered as fundamentally necessary in today’s conditions and a milestone of the global educational system development. The paper investigates the essence and distribution of mass online courses as a typical type of distance learning. The case of virtual exchange that was managed and organized by several institutions within the COIL initiative was also analyzed the alternative to traditional learning. The recommendations about the further development of educational systems were made, as well as suggestions about the competitiveness of national economies due to the migration process. Acknowledgment and funding This research was funded by a grant from the Ministry of Education and Science of Ukraine “Reforming the lifelong learning system in Ukraine for the prevention of the labor emigration: a coopetition model of institutional partnership” (No. 0120U102001).
Tetiana Grynko, Tetiana Shevchenko, , Vladyslav Shevchenko, Dariusz Pawliszczy
Knowledge and Performance Management, Volume 4, pp 37-51;

The need for innovative development of healthcare institutions is determined by the necessity to increase the efficiency of organizational processes based on the formation of new models of cooperation, which will make it possible to get access to new technologies and knowledge. The goal of the study is to determine the parameters of the impact of innovative open cooperation strategy and the strategy of innovative closed cooperation of healthcare institutions on the effectiveness of their organizational structure in the context of dissemination and the use of knowledge. Simulation modeling was applied to generate the most effective organizational management structure in the context of innovative cooperation and knowledge exchange within the organizational processes “Inside-out” and “Inside-in”. It is substantiated that the strategies of innovative cooperation “Open Innovation/Closed Innovation” have a significant impact on the organizational structure of management of healthcare institutions in terms of the “degree of centralization” (Dci), “degree of mediation” (Dii), and “degree of centralization of powers” (Dpi). The values of the selected criteria range from 25,52% to 61,50% in the case of Dii, and from 34,53% to 52,63% in the case of Dci, which indicates a higher efficiency of organizational knowledge exchange processes in healthcare institutions, which adhere to the Open Innovation strategy of innovative cooperation. Therefore, there are significant differences in the effectiveness of the management’s organizational structure depending on the degree of openness of innovative cooperation of healthcare institutions. The strategy of innovative openness allows increasing the number and quality of connections in the context of knowledge exchange between the subjects (actors, agents) of the organizational structure (in a broad sense, considering internal and external levels of externality) of healthcare institutions, regardless of the distance between them and the level of similarity.
Svitlana Fiialka, Olga Trishchuk, Nadija Figol
Knowledge and Performance Management, Volume 4, pp 26-36;

The purpose of the paper is to summarize the organizational and ethical aspects, problems and prospects of peer reviewing. To do this, from September 2019 to January 2020, a survey of Ukrainian scientists registered in Facebook groups “Ukrainian Scientific Journals”, “Ukrainian Scientists Worldwide”, “Pseudoscience News in Ukraine”, “Higher Education and Science of Ukraine: Decay or Blossom?” and others was conducted. In total, 390 researchers from different disciplines participated in the survey. The results of the survey are following: 8.7% of respondents prefer open peer review, 43.1% – single-blind, 37.7% – double blind, 9.2% – triple blind, 1.3% used to sign a review prepared by the author. 75.6% of respondents had conflicts of interest during peer reviewing. 8.2 % of reviewers never reject articles regardless of their quality. Because usually only editors and authors see reviews, it can lead to the following issues: reviewers can be rude or biased; authors may not adequately respond to grounded criticism; editors may disregard the position of the author or reviewer, and journals may charge for publishing articles without proper peer review.
Maxim Polyakov, , Vladimir Bilozubenko, Maxim Korneyev,
Knowledge and Performance Management, Volume 4, pp 15-25;

Escalating competition, technological changes and the struggle for innovation present companies with a knowledge management (KM) challenge. To implement it at the modern level, it is necessary to develop a knowledge management system (KMS). Significant opportunities for this are created by information technologies (IT), qualitatively changing approaches to knowledge management. Therefore, the study aims to clarify the theoretical foundations of shaping the company’s KMS and conceptualize information tools for its formation. Within the theoretical foundations of KM, its essence (as a systematic management activity and a set of measures to ensure the business processes of obtaining, storing, disseminating and using knowledge in the company), the subject (the aforementioned processes and various types of knowledge), and links with other types of management (innovation, information, personnel management, etc.) are specified. Given the main goals, principles and tasks of KM, its main approaches, key processes and control elements are summarized. The conceptual foundations of KMS development are formulated and its subsystems (methodological, planning, information, and functional subsystems for ensuring business processes for obtaining, distributing and using knowledge) are highlighted. Given the importance of IT, the following concepts have been formulated: a portal for R&D management, innovation management platforms, and a tool for formalizing knowledge and corporate knowledge base. Their purpose, functionality, and the role of ensuring work with knowledge and KM implementation are described. The problem of their implementation, operation and improvement is emphasized. The research results allow creating a new technological basis for the introduction of knowledge management.
Khalifa Ababacar Sy Diop, Ersi Liu
Knowledge and Performance Management, Volume 4, pp 1-14;

This study was inspired by two of the leading papers in the case study method: Eisenhardt (1991) and Dyer and Wilkins (1991). The work of those authors could be considered a benchmark for research based on a case study. Additionally, this research comes as a complement to re-categorize case study research design. After reviewing those papers, the authors identified certain misunderstandings relative to when a case study should be addressed as single or multiple case studies. This study reviewed both recent and ancient research papers that used the case study research design in their investigations based on this misunderstanding. Thus, the previously identified misinterpretation of case study categorization is the gap this study filled. For this study, the case study research design was to be re-categorized to understand which case study design suits which research study. Accordingly, based on the identified gap, the study used secondary data to re-categorize the case study research design through a literature review method. As a result, the study identified three case study categories: single setting case study with single sub-case, single setting case study with multiple sub-cases, and multiple case studies. Consequently, the result re-categorizes single case study design into single sub-case and multiple sub-cases. This study makes recommendations through the proposed approach that filled the gap identified in the case study design categorization. In terms of adding to knowledge, this study’s proposed approach will augment the optimal use of case study research design by management, economics, and other disciplines’ researchers in the future.
Gonçalo Pombo,
Knowledge and Performance Management, Volume 3, pp 46-63;

The paper presents a review of the literature and advances a set of propositions concerning the employees’ perceptions on the relationship between human resource management and organizational performance. The study is aimed at filling the gap in the literature on the employees’ perception regarding human resource policies and the relationship to organizational performance. Social information processing theory is used to advance the insights on how employees’ performance about human resource policies may influence the organizational performance. The review indicated that there is a positive relationship between the employees’ perceptions of human resource policies and overall performance of a given organization. A positive perception of the implemented policies influences various individual outcomes such as commitment, engagement, and satisfaction, amongst others. Shared perceptions among the employees are also considered to have a considerable impact on the organizational performance. Nevertheless, there is a need for further research to explore the relationship between human resource management and organizational performance in more detail.
David R. Rink, Gloria L. Preece, Jason E. VanAlstine
Knowledge and Performance Management, Volume 3, pp 31-45;

Most major universities expect MBA students to take a full-course load each term. Also, as a condition of graduation, MBA students must work full-time in small teams on focused-based consulting (FBC) projects for large-sized corporations. After being given the assignment and deadline, team members work tirelessly to complete their project. Such experiences facilitate the transition of major universities’ MBA students into the real business world. On the other hand, most MBA students at small-sized universities work full-time for a company during the day and take one or two courses in the evening each semester. Despite these constraints, Indiana University Kokomo (IUK) (Kokomo, Indiana, USA) was able to successfully develop and implement a required MBA-level FBC course (C599). In addition to having a positive influence on IUK’s MBA students, this course has had a significant impact upon the economic development of small-sized firms in northcentral Indiana. This paper chronicles the “trials and tribulations” the School of Business encountered in creating and executing C599. After presenting representative comments from client companies and MBA students, six implementation problems with C599 are discussed along with subsequent modifications. Finally, suggestions for small-sized universities like IUK who want to develop and implement their own MBA consultative course are presented.
Sachin Suknunan, Manoj Maharaj
Knowledge and Performance Management, Volume 3, pp 19-30;

The role of knowledge management as a strategic intervention in higher education in developing economies has not been studied extensively. Higher education plays a central role in a country’s economy through knowledge creation and dissemination to its stakeholders. The main purpose of this article was to examine the role and influence of knowledge management in decision-making and strategy formulation at leading universities in Africa and to establish if knowledge management was adding value and competitiveness to the institutions. A survey across 20 leading African universities was conducted in 2014. A mixed method of quantitative and qualitative approaches was adopted. The results show that knowledge management does have the potential to positively influence institutional strategy formulation, but should ideally be represented at executive level for its potential to be fully realized. More knowledge management practice is needed in the areas of academic teaching and learning, and research. There was a lack of sophisticated and powerful knowledge management Information Systems in most of Africa’s leading institutions. Those institutions that utilized KM more strategically, inclusive of specialized KM Information Systems were the higher ranked institutions. This suggests that knowledge management could play a crucial role in a University’s success and competitiveness.
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