Zugl.: Berlin, Freie Univ., Diss., 2006

<p> Measuring knowledge management performance was one of, if not the most challenging knowledge management activities. This study suggested using intellectual capital as a proxy for knowledge management performance in evaluating its impact on organizational performance. The Value Added Intellectual Coefficient model was employed to measure intellectual capital. Although being used widely in research, the model had its limitations. Also, for intellectual capital measurement, there was a lack of guidelines supported by empirical evidence or best practices. The present study aimed to test the classic and a modified version of this model, and based on the results, shed light on whether the classic version was good enough or the modified one should be highly recommended. The financial fundamental and market data of 425 randomly selected publicly listed firms were collected, and the structural equation modeling technique was employed to test the models. Chi-square difference test was performed to determine whether there was a statistically significant difference between these two models. The results of the tests indicated that the difference between them was insignificant. Therefore, it was concluded that the classic model is adequate, and it can be used effectively to measure intellectual capital. Adding two new efficiency elements&mdash;research and development efficiency and relational capital efficiency&mdash;in the model did not provide any significant benefit.</p>

<p> Hackers external to the organization continue to wreak havoc upon the information systems infrastructure of firms through breaches of security defenses, despite constant development of and continual investment in new IS security countermeasures by security professionals and vendors. These breaches are exceedingly costly and damaging to the affected organizations. The continued success of hackers in the face of massive amounts of security investments suggests that the defenders are losing and that the hackers can innovate at a much faster pace. </p><p> Underground hacker communities have been shown to be an environment where attackers can learn new techniques and share tools pertaining to the defeat of IS security countermeasures. This research sought to understand the manner in which hackers diffuse innovations within these communities. Employing a multi-site, positivist case study approach of four separate hacking communities, the study examined how hackers develop, communicate, and eventually adopt these new techniques and tools, so as to better inform future attempts at mitigating these attacks. The research found that three classes of change agents are influential in the diffusion and adoption of an innovation: the developer/introducer of the innovation to the community, the senior member of a community, and the author of tutorials. Additionally, the research found that three innovation factors are key to successful diffusion and adoption: the compatibility of the innovation to the needs of the community, the complexity of the innovation, and the change in image conferred upon the member from adopting the innovation. The research also described the process by which innovations are adopted within the hacking communities and detailed phases in this process which are unique to these communities.</p>

Thesis (Ph. D.)--Syracuse University, 2009. / "Publication number: AAT 3381605."

<p> Large organizations continue to outsource information technology services as a method of cost-savings rather than knowledge acquisition. This prioritization leads to failed sourcing projects and increases in overhead expenses. The purpose of the study was to achieve a consensus in regard to an effective staffing balance and collaboration in information services outsourcing. The study canvassed an expert panel of 49 IT professionals in a 3-round Delphi study. This study provided understanding of the internal IT professionals&rsquo; relationship with domestic contractors and offshore resources. Information was gathered from IT professionals with experience working with external partners. The study explored procedures to enhance outsourcing models. This was completed by answering the research questions: (R1) what do IT professionals perceive is an appropriate balance of internal staff, domestic contractors, and offshore resources in a global organization? In addition, (R2) when collaborating with external support, what communication and collaboration techniques should be integrated into a sourcing strategy? A qualitative Delphi method was followed, and participant&rsquo;s responses were analyzed to achieve research findings. </p><p> Recommendations were to maintain a 50% to 70% staff of internal employees, have the domestic contract labor equal to offshore labor, and maintain open, frequent communication with external partners. Over-outsourcing passes too much knowledge to the external partner, reduces internal knowledge, and creates a dependency on the external firm. These issues can be overcome by increasing collaboration across firms. Project managers should closely monitor the performance of external teams. IT organizations should acquire external resources based upon skills first, and costs second. Management should integrate firms to ensure the parent organization retains critical knowledge.</p>

<p> The quantitative content analysis compared virtual team leadership styles as described in peer-reviewed journal literature from 2005 to 2010 through the lens of two online education textbooks, <i>Transformational and Charismatic Leadership: The Road Ahead</i> (Avolio &amp; Yammarino, 2002) and <i>The Transformational Leader: The Key to Global Competitiveness </i> (Tichy &amp; DeVanna, 1990), which outline transformational leadership competencies. Bean&rsquo;s (2008) observation regarding the lack of alignment between textbooks and literature are explored. Based upon two alternative hypothesis the content of the two textbooks and the literature showed significant differences, thus agreeing with Bean (2008). Research on virtual learning and virtual teamwork in the past century focused on acceptance and normalization. Online team meetings are an important aspect of industry and education; more than 13 million workers are involved in virtual project teams (Arnold, 2008). According to various literature authors, virtual team leadership might be a natural extension of the transformational leadership model. The four concepts, <i> flexibility, interdependent, responsiveness,</i> and <i>identification </i> are essential skills for effective virtual team leadership and noted in the textbooks on transformational leadership. The study used Catpac II&trade; software to code textbooks and peer-reviewed journal literature for comparison of textbooks to literature. Implications for training and practice are discussed. Transformational leadership competencies are outlined using the Five Factor model (Antonakis &amp; House, 2002).</p>

Thesis (Ph. D.)--Oklahoma State University, 2007. / Vita. Includes bibliographical references.

Thesis (Ph. D.)--Washington State University, August 2008. / Includes bibliographical references (p. 118-128).

Thesis (Ph. D.)--Oklahoma State University, 2008. / Vita. Includes bibliographical references.

Thesis (Ph. D.)--Oklahoma State University, 2006. / Vita. Includes bibliographical references.