<p> Knowledge management (KM) has been determined by many researchers as one of the most important domains within the information systems (IS) field, and knowledge sharing (KS) has been identified as the most vital component of KM. Lack of KS within organizations has been approached from many perspectives. One perspective that has been outlined in recent studies is the organizational culture (OC) perspective, which examines the interaction between OC and KS behaviors. </p><p> Although research has been conducted on OC and KS, the findings of recent studies have been contradictory. These conflicts were due to the different operationalization of KS. The purpose of this research was to conduct a multi method study to investigate the interaction between KS and OC in detail. A case study within a Fortune 50 organization was undertaken to address the problem. By focusing on socialization adopted from the socialization, externalization, combination, internalization (SECI) model, the iceberg theory, and the Competing Values Framework (CVF), two questions were explored to address an unexamined area within the body of knowledge. Per the recent calls for research, the questions addressed KS itemized into knowledge seeking and knowledge contributing, and investigated the phenomenon at multiple levels of the organization. The first question examined the interaction between OC and KS via socialization amongst peers for: (a) overall organization, (b) non-managers, (c) first level managers, and (d) second-level managers. The second question examined the interaction between OC and KS via socialization amongst various levels for: (a) subordinates and managers in overall organization, (b) non-managers and first level managers, and (c) first level managers and second level managers. </p><p> Data were collected through 82 surveys, 23 interviews, 23 observations, and company records for the calendar year of 2017 to provide multiple types of data for triangulation. The quantitative data were analyzed through descriptive statistics, correlation tables, multivariate analysis of covariance (MANCOVA), and visualization. The qualitative data were analyzed through open coding, axial coding, and selective coding. The combined results were triangulated to reach the conclusions.</p><p> The MANCOVA displayed a significant interaction between OC and KS via socialization. Furthermore, the triangulated results showcased that perceived bureaucratic culture and perceived competitive- bureaucratic culture had a negative relationship with KS via socialization amongst peers, knowledge seeking for manager to subordinate, and subordinate to manager, but not for between level knowledge contributing. While perceived clan culture had a positive relationship with KS via socialization amongst peers, and for knowledge seeking from managers, but not for between level knowledge contributing. Perceived competitive culture was only discovered to have a negative relationship with knowledge seeking for level two managers, while having a positive relationship with knowledge contributing to employees, and knowledge contributing amongst peers with knowledge seeking as moderating variable. The various organizational levels also showcased distinct results which requires further investigation. Future research suggestions were made to extend the body of knowledge through various directions, alongside an IS solution recommendation for organizations to improve KS.</p><p>

<p> The purpose of this qualitative study with a modified Delphi research design was to understand the reasons human resource (HR) leaders are slow to implement Cloud-based technologies and potentially identify how Cloud-Based Computing influences human resource management (HRM) and HR effectiveness, and potentially the overall performance of the organization. Business executives and HR leaders acknowledge the effect of technology on business processes and strategies, and the leader's influence on technology implementation and adoption. Cloud-Based Computing is fast becoming the standard for conducting HR processes and HR leaders must be prepared to implement the change effectively. Study findings revealed characteristics demonstrated by HR leaders successfully implementing cloud technology, best practices for successful implementation, factors championing and challenging Cloud-Based Computing adoption, and effects on HRM and organizational performance as a result of using Cloud-Based Computing. The outcomes of this study may provide the foundation of a model for implementing Cloud-Based Computing, a leadership model including characteristics of technology early adopters in HR, and identify factors impeding adoption and may assist HR leaders in creating effective change management strategies for adopting and implementing Cloud-Based Computing. Findings and recommendation from this study will enable HR professionals and leaders to make informed decisions on the adoption of Cloud-Based Computing and improve the effectiveness, efficiency, and strategic capability of HR.</p>

<p> This single explorative case study investigated the causes of churn in the telecommunication industry in Kenya, narrowed down to include only the capital city of Nairobi. The question of this dissertation was split into three sub-questions. The first sub-question investigated the behavioral patterns of customers causing churn. The second sub-question investigated the economic patterns causing churn, and the third sub-question investigated the policies and regulations that cause churn.</p><p> Data was gathered from carrier websites and publications from all the four carriers, Safaricom, Airtel, Orange, and YuMobile. Face-to-face interviews with one manager from each carrier were conducted. Field research was gathered from 29 customers who used multiple SIM cards or have changed their carrier. </p><p> Findings of this dissertation confirmed findings of most previous literature. Causes of churn differed based on the perspectives. Carriers thought they were mainly in control of churn, whereas customer causes reflected multiple behavioral and economic factors that were not related to the carriers. Findings also indicated that it not possible to investigate a single cause of churn without taking into consideration the effect of all other linked causes. Recommendations for telecommunication leaders have been provided, and a model illustrating the procedure that was followed to solve the problem was also provided. The first step that leaders must take is to identify the true causes of any problem from all the different perspectives before attempting to solve the problem. Future quantitative research is required to investigate the links between causes of churn. Results from this dissertation together with the quantitative research could be used to make customized churn prediction software to accurately predict churning customer.</p>

Thesis (Ph. D.)--Syracuse University, 2009. / "Publication number: AAT 3381579 ."

<p> Automated workflows are used to assist petroleum engineers in maximizing the productivity of oil reservoirs. However, for a workflow to be successful, end users must adopt the workflow. The purpose of this quantitative, ex post facto, correlational study was to determine the relationship between acceptance of automated workflow technology and attitudes toward automated workflow adoption. Participants included a cluster sample of 100 randomly selected petroleum engineers from five randomly chosen companies in the oil industry in the Middle East. Predictor variables were measured with a version of the Technology Acceptance Model (TAM) modified to address the issue of workflow adoption. The outcome variable was user attitude to automated workflow adoption, as measured with the Attitude subscale of the Theory of Reasoned Action (TRA) scale. A single multiple linear regression model was computed to answer all research questions. The results for the overall model were significant, adjusted <i>R²</i> = .43, <i>F</i>(6, 93) = 13.28, <i>p </i>&lt; .001. After correcting for the number of years of engineering experience of the participants, attitudes toward using automated workflows were predicted by perceived ease of use, &beta; = 0.30, <i>p</i> = .01; perceived usefulness, &beta; = 0.24, <i>p</i> = .03; and computer self-efficacy, &beta; = 0.20,<i>p</i> = .02. The level of automation, &beta; = 0.12,<i> p</i> = .17, and perceived level of support, &beta; = 0.08, <i> p</i> = .32, did not predict attitudes. The number of years of engineering experience was unrelated to attitudes to automated workflow adoption. These findings indicated three factors that have an effect on adoption of automated workflows: perceived ease of use, perceived usefulness, and the level of computer self-efficacy of the end-user. Areas for future research included confirmation of the reliability of the Level of Automation and the Perceived Level of Support subscales designed for this study. There is also a need for future research regarding how the level of automation and level of support affect the adoption of other technologies.</p>

<p> With the advent of cloud computing and the success of the cloud computing industry, organisations are beginning to adopt this service model and technology at an increasing rate. As the rate and level of use increases, organisations are faced with how best to govern these investments and obtain maximum benefit from the services offered by providers. This includes measuring the performance of these services, the corresponding organisational performance and the associated business value generated. In investigating these areas, this study compares cloud computing and IT outsourcing. It is found that while cloud measures relate, to a great extent, to the operational level of an organisation, IT outsourcing measures are concerned more with the strategic level. This highlights that cloud computing lacks strategic measures and that measures from IT outsourcing may be adopted to fill this gap.</p>

Thesis (Ph.D.)--Indiana University, Kelley School of Business, 2006. / Source: Dissertation Abstracts International, Volume: 67-06, Section: A, page: 2227. Adviser: Alan R. Dennis. "Title from dissertation home page (viewed June 21, 2007)."

Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 2008. / Source: Dissertation Abstracts International, Volume: 69-05, Section: A, page: 1580. Adviser: Linda C. Smith. Includes bibliographical references (leaves 190-210) Available on microfilm from Pro Quest Information and Learning.

<p> The purpose of this qualitative case study was to explore senior librarians&rsquo; perceptions of successful leadership skills in the 21st century. Library organizations in the postindustrial environment of the 21st century operate in a new context involving digitization, global libraries, cultural diversity, cultural intelligence, and cross-cultural management. This new context requires a postindustrial paradigm of leadership emphasizing influence and collaboration as defined by Rost (1991). The purposive sample used for this case study consisted of 10 senior library leaders. The data gathered consisted of demographic information and responses to six open-ended interview questions. Data were entered, coded, and analyzed for themes and patterns using NVivo 10 software. The analysis revealed significant emergent themes relating to successful library leadership skills. Results from this case study suggest successful library leadership skills in the 21st century involve two levels: foundational level and interpersonal level. At the foundational level are technical and knowledge skills, which are the building blocks for the next level of interpersonal skills. Interweaving these interpersonal skills are persuasion skills and collaborative skills, both at the core of the postindustrial paradigm of leadership. These two levels of skills, with an emphasis on persuasion skills, should form the basis of succession planning programs for next generation librarians. Implementing such programs could lead to increased leadership diversity, greater job satisfaction, improved job performance and effectiveness, helping the retention of librarians, and easing staff shortage. Further studies are recommended.</p>

<p> The current research used grounded theory methodology (GTM) to construct a conceptualization of personal knowledge within a knowledge management (KM) perspective. The need for the current research was based on the use of just two categories of knowledge, explicit and tacit, within KM literature to explain diverse characteristics of personal knowledge. The construct of tacit knowledge has often been explicated and debated in KM literature. The debate over tacit knowledge arose from the complex epistemological roots of tacit knowing and the construct of tacit knowledge popularized by organizational knowledge creation theory. The ongoing debate over tacit knowledge in KM literature has shed little light on personal knowledge within a KM perspective. The current research set aside the debate over tacit knowledge and pursued the construct of personal knowledge from the perspective of the knower using GTM. Thirty-seven interviews were conducted with fourteen participants. Interviews were audio recorded and coding was accomplished with the qualitative data analysis software MAXQDA. </p><p> A total of eight categories were identified. These were organized into two groups. The core category <i>being overwhelmed</i> represented the absence of personal knowledge. The categories <i>questioning self, seeking help,</i> and <i>microthinking</i> fit under being overwhelmed. Together these categories were inverse indicators because they all decreased as knowledge acquisition progressed. The core category <i> being confident</i> represented the presence of personal knowledge. The categories <i>remembering, multitasking,</i> and <i>speed</i> fit under being overwhelmed. Together these categories were direct indicators because they all increased as knowledge acquisition progressed. </p><p> Three significant conclusions were drawn from the current research. These conclusions led to the conceptualization of personal knowledge from a KM perspective. The first significant conclusion was the conceptualization of a process of knowing as <i>Integrated Complexity: From Overwhelmed to Confident</i> (ICOC). The second significant conclusion was personal knowing as first-person epistemology is a universally lived experience that includes commitments to internal and external requirements as well as a bias toward integration. The third significant conclusion was personal knowledge can be viewed as a complex adaptive system. Finally, the current research concluded that personal knowledge within a KM perspective is a complex adaptive system maintained through acts of first-person epistemology.</p>