The Experts below are selected from a list of 243 Experts worldwide ranked by ideXlab platform
Jean Paul Lambermont-ford - One of the best experts on this subject based on the ideXlab platform.
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Knowledge sharing in organisational contexts: a motivation‐based perspective
Journal of Knowledge Management, 2010Co-Authors: Jean Paul Lambermont-fordAbstract:Purpose – Facilitating knowledge sharing within organisations is a difficult task: the willingness of individuals to share and integrate their knowledge is one of the central barriers. This paper aims to develop a motivation‐based perspective to explore how organisations resolve the social dilemma of knowledge sharing.Design/methodology/approach – The analysis builds on a three‐category taxonomy of motivation, adding “hedonic” motivation to the traditional dichotomy of “extrinsic” and “intrinsic” motivation. It uses case studies gleaned from the literature to explore the interactive effects between the different motivators in two different types of knowledge‐intensive organisations: Professional Bureaucracy and operating adhocracy.Findings – Within a Professional Bureaucracy, the social dilemma of knowledge sharing may be overcome through normative motivation, with provision of hedonic motivation through extrinsic incentives such as training and career progression. In an operating adhocracy where interdep...
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Knowledge sharing in organisational contexts: A motivation-based perspective
Journal of Knowledge Management, 2010Co-Authors: Alice Lam, Jean Paul Lambermont-fordAbstract:Purpose - Facilitating knowledge sharing within organisations is a difficult task: the willingness of individuals to share and integrate their knowledge is one of the central barriers. This paper aims to develop a motivation-based perspective to explore how organisations resolve the social dilemma of knowledge sharing. Design/methodology/approach - The analysis builds on a three-category taxonomy of motivation, adding "hedonic" motivation to the traditional dichotomy of "extrinsic" and "intrinsic" motivation. It uses case studies gleaned from the literature to explore the interactive effects between the different motivators in two different types of knowledge-intensive organisations.. Professional Bureaucracy and operating adhocracy. Findings - Within a Professional Bureaucracy, the social dilemma of knowledge sharing may be overcome through normative motivation, with provision of hedonic motivation through extrinsic incentives such as training and career progression. In an operating adhocracy where interdependent teamwork is vital, it may be overcome through normative alignment reinforced by intensive socialisation. Extrinsic motivators that align with hedonic motivation may also reinforce the propensity for knowledge sharing. In both organisational types, financial extrinsic incentives do not appear to be relevant on their own, and may "crowd out" other motivators. Research limitations/implications - The cases reported were chosen from the existing literature and, although many were not designed specifically to address motivational issues, suggestive conclusions are drawn. Most of the cases were drawn from organisations rooted in the Anglo-American context and thus care would be needed in generalising the findings to organisations in other contexts. Originality/value - The paper represents the first attempt to apply a three-category taxonomy of motivation to examine knowledge-sharing behaviour in organisations. It highlights the interaction between the different motivators and provides a basis to integrate further the work of social psychologists and socio-economists on incentives and motivation in the context of knowledge sharing.
Annika Blomberg - One of the best experts on this subject based on the ideXlab platform.
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from Professional Bureaucracy to competitive Bureaucracy redefining universities organization principles performance measurement criteria and reason for being
Qualitative Research in Accounting & Management, 2020Co-Authors: Tomi J Kallio, Kirsimari Kallio, Annika BlombergAbstract:This purpose of this study is to understand how the spread of audit culture and the related public sector reforms have affected Finnish universities’ organization principles, performance measurement (PM) criteria and ultimately their reason for being.,Applying extensive qualitative data by combining interview data with document materials, this study takes a longitudinal perspective toward the changing Finnish higher education field.,The analysis suggests the reforms have altered universities’ administrative structures, planning and control systems, coordination mechanisms and the role of staff units, as well as the allocation of power and thus challenged their reason for being. Power has become concentrated into the hands of formal managers, while operational core Professionals have been distanced from decision making. Efficiency in terms of financial and performance indicators has become a coordinating principle of university organizations, and PM practices are used to steer the work of Professionals. Because of the reforms, universities have moved away from the ideal type of Professional Bureaucracy and begun resembling the new, emerging ideal type of competitive Bureaucracy.,This study builds on rich, real-life, longitudinal empirical material and details a chronological description of the changes in Finland’s university sector. Moreover, it illustrates how the spread of audit culture and the related legislative changes have transformed the ideal type of university organization and challenged universities’ reason for being. These changes entail significant consequences regarding universities as organizations and their role in society.
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From Professional Bureaucracy to competitive Bureaucracy – redefining universities’ organization principles, performance measurement criteria, and reason for being
Qualitative Research in Accounting & Management, 2020Co-Authors: Tomi J Kallio, Kirsimari Kallio, Annika BlombergAbstract:This purpose of this study is to understand how the spread of audit culture and the related public sector reforms have affected Finnish universities’ organization principles, performance measurement (PM) criteria and ultimately their reason for being.,Applying extensive qualitative data by combining interview data with document materials, this study takes a longitudinal perspective toward the changing Finnish higher education field.,The analysis suggests the reforms have altered universities’ administrative structures, planning and control systems, coordination mechanisms and the role of staff units, as well as the allocation of power and thus challenged their reason for being. Power has become concentrated into the hands of formal managers, while operational core Professionals have been distanced from decision making. Efficiency in terms of financial and performance indicators has become a coordinating principle of university organizations, and PM practices are used to steer the work of Professionals. Because of the reforms, universities have moved away from the ideal type of Professional Bureaucracy and begun resembling the new, emerging ideal type of competitive Bureaucracy.,This study builds on rich, real-life, longitudinal empirical material and details a chronological description of the changes in Finland’s university sector. Moreover, it illustrates how the spread of audit culture and the related legislative changes have transformed the ideal type of university organization and challenged universities’ reason for being. These changes entail significant consequences regarding universities as organizations and their role in society.
Alice Lam - One of the best experts on this subject based on the ideXlab platform.
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Knowledge sharing in organisational contexts: A motivation-based perspective
Journal of Knowledge Management, 2010Co-Authors: Alice Lam, Jean Paul Lambermont-fordAbstract:Purpose - Facilitating knowledge sharing within organisations is a difficult task: the willingness of individuals to share and integrate their knowledge is one of the central barriers. This paper aims to develop a motivation-based perspective to explore how organisations resolve the social dilemma of knowledge sharing. Design/methodology/approach - The analysis builds on a three-category taxonomy of motivation, adding "hedonic" motivation to the traditional dichotomy of "extrinsic" and "intrinsic" motivation. It uses case studies gleaned from the literature to explore the interactive effects between the different motivators in two different types of knowledge-intensive organisations.. Professional Bureaucracy and operating adhocracy. Findings - Within a Professional Bureaucracy, the social dilemma of knowledge sharing may be overcome through normative motivation, with provision of hedonic motivation through extrinsic incentives such as training and career progression. In an operating adhocracy where interdependent teamwork is vital, it may be overcome through normative alignment reinforced by intensive socialisation. Extrinsic motivators that align with hedonic motivation may also reinforce the propensity for knowledge sharing. In both organisational types, financial extrinsic incentives do not appear to be relevant on their own, and may "crowd out" other motivators. Research limitations/implications - The cases reported were chosen from the existing literature and, although many were not designed specifically to address motivational issues, suggestive conclusions are drawn. Most of the cases were drawn from organisations rooted in the Anglo-American context and thus care would be needed in generalising the findings to organisations in other contexts. Originality/value - The paper represents the first attempt to apply a three-category taxonomy of motivation to examine knowledge-sharing behaviour in organisations. It highlights the interaction between the different motivators and provides a basis to integrate further the work of social psychologists and socio-economists on incentives and motivation in the context of knowledge sharing.
Tomi J Kallio - One of the best experts on this subject based on the ideXlab platform.
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from Professional Bureaucracy to competitive Bureaucracy redefining universities organization principles performance measurement criteria and reason for being
Qualitative Research in Accounting & Management, 2020Co-Authors: Tomi J Kallio, Kirsimari Kallio, Annika BlombergAbstract:This purpose of this study is to understand how the spread of audit culture and the related public sector reforms have affected Finnish universities’ organization principles, performance measurement (PM) criteria and ultimately their reason for being.,Applying extensive qualitative data by combining interview data with document materials, this study takes a longitudinal perspective toward the changing Finnish higher education field.,The analysis suggests the reforms have altered universities’ administrative structures, planning and control systems, coordination mechanisms and the role of staff units, as well as the allocation of power and thus challenged their reason for being. Power has become concentrated into the hands of formal managers, while operational core Professionals have been distanced from decision making. Efficiency in terms of financial and performance indicators has become a coordinating principle of university organizations, and PM practices are used to steer the work of Professionals. Because of the reforms, universities have moved away from the ideal type of Professional Bureaucracy and begun resembling the new, emerging ideal type of competitive Bureaucracy.,This study builds on rich, real-life, longitudinal empirical material and details a chronological description of the changes in Finland’s university sector. Moreover, it illustrates how the spread of audit culture and the related legislative changes have transformed the ideal type of university organization and challenged universities’ reason for being. These changes entail significant consequences regarding universities as organizations and their role in society.
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From Professional Bureaucracy to competitive Bureaucracy – redefining universities’ organization principles, performance measurement criteria, and reason for being
Qualitative Research in Accounting & Management, 2020Co-Authors: Tomi J Kallio, Kirsimari Kallio, Annika BlombergAbstract:This purpose of this study is to understand how the spread of audit culture and the related public sector reforms have affected Finnish universities’ organization principles, performance measurement (PM) criteria and ultimately their reason for being.,Applying extensive qualitative data by combining interview data with document materials, this study takes a longitudinal perspective toward the changing Finnish higher education field.,The analysis suggests the reforms have altered universities’ administrative structures, planning and control systems, coordination mechanisms and the role of staff units, as well as the allocation of power and thus challenged their reason for being. Power has become concentrated into the hands of formal managers, while operational core Professionals have been distanced from decision making. Efficiency in terms of financial and performance indicators has become a coordinating principle of university organizations, and PM practices are used to steer the work of Professionals. Because of the reforms, universities have moved away from the ideal type of Professional Bureaucracy and begun resembling the new, emerging ideal type of competitive Bureaucracy.,This study builds on rich, real-life, longitudinal empirical material and details a chronological description of the changes in Finland’s university sector. Moreover, it illustrates how the spread of audit culture and the related legislative changes have transformed the ideal type of university organization and challenged universities’ reason for being. These changes entail significant consequences regarding universities as organizations and their role in society.
Kirsimari Kallio - One of the best experts on this subject based on the ideXlab platform.
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from Professional Bureaucracy to competitive Bureaucracy redefining universities organization principles performance measurement criteria and reason for being
Qualitative Research in Accounting & Management, 2020Co-Authors: Tomi J Kallio, Kirsimari Kallio, Annika BlombergAbstract:This purpose of this study is to understand how the spread of audit culture and the related public sector reforms have affected Finnish universities’ organization principles, performance measurement (PM) criteria and ultimately their reason for being.,Applying extensive qualitative data by combining interview data with document materials, this study takes a longitudinal perspective toward the changing Finnish higher education field.,The analysis suggests the reforms have altered universities’ administrative structures, planning and control systems, coordination mechanisms and the role of staff units, as well as the allocation of power and thus challenged their reason for being. Power has become concentrated into the hands of formal managers, while operational core Professionals have been distanced from decision making. Efficiency in terms of financial and performance indicators has become a coordinating principle of university organizations, and PM practices are used to steer the work of Professionals. Because of the reforms, universities have moved away from the ideal type of Professional Bureaucracy and begun resembling the new, emerging ideal type of competitive Bureaucracy.,This study builds on rich, real-life, longitudinal empirical material and details a chronological description of the changes in Finland’s university sector. Moreover, it illustrates how the spread of audit culture and the related legislative changes have transformed the ideal type of university organization and challenged universities’ reason for being. These changes entail significant consequences regarding universities as organizations and their role in society.
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From Professional Bureaucracy to competitive Bureaucracy – redefining universities’ organization principles, performance measurement criteria, and reason for being
Qualitative Research in Accounting & Management, 2020Co-Authors: Tomi J Kallio, Kirsimari Kallio, Annika BlombergAbstract:This purpose of this study is to understand how the spread of audit culture and the related public sector reforms have affected Finnish universities’ organization principles, performance measurement (PM) criteria and ultimately their reason for being.,Applying extensive qualitative data by combining interview data with document materials, this study takes a longitudinal perspective toward the changing Finnish higher education field.,The analysis suggests the reforms have altered universities’ administrative structures, planning and control systems, coordination mechanisms and the role of staff units, as well as the allocation of power and thus challenged their reason for being. Power has become concentrated into the hands of formal managers, while operational core Professionals have been distanced from decision making. Efficiency in terms of financial and performance indicators has become a coordinating principle of university organizations, and PM practices are used to steer the work of Professionals. Because of the reforms, universities have moved away from the ideal type of Professional Bureaucracy and begun resembling the new, emerging ideal type of competitive Bureaucracy.,This study builds on rich, real-life, longitudinal empirical material and details a chronological description of the changes in Finland’s university sector. Moreover, it illustrates how the spread of audit culture and the related legislative changes have transformed the ideal type of university organization and challenged universities’ reason for being. These changes entail significant consequences regarding universities as organizations and their role in society.
