Strategic fit among knowledge attributes,knowledge management systems,and service positioning

Knowledge management systems (KMSs) support high-quality services while shaping and improving positioning of services. Given such strategic importance of KMS, this study explores the effects of different types of KMS, which respond to the attributes (i.e., diversity and tacitness) of collective knowledge, on service (re-)positioning. Through a case study of a financial consulting company at the core of KMSs, combinations of the two knowledge attributes are used to determine which type of KMS (i.e., information library, deepened stock, thought islands, and shared brain) offers the greatest efficiency and effectiveness in service (re-)positioning. The joint concerns of service innovation scope and specificity are also considered. Finally, the study discusses the theoretical and practical implications on KMS design and functionality in the new business age of service innovation.     

Advances in urinary protein biomarkers for urogenital and non-urogenital pathologies

The discovery of protein biomarkers that reflect the biological state of the body is of vital importance to disease management. Urine is an ideal source of biomarkers that provides a non-invasive approach to diagnosis, prognosis and prediction of diseases. Consequently, the study of the human urinary proteome has increased dramatically over the last 10 years, with many studies being published. This review focuses on urinary protein biomarkers that have shown potential, in initial studies, for diseases affecting the urogenital tract, specifically chronic kidney disease and prostate cancer, as well as other non-urogenital pathologies such as breast cancer, diabetes, atherosclerosis and osteoarthritis. PubMed was searched for peer-reviewed literature on the subject, published in the last 10 years. The keywords used were “urine, biomarker, protein, and/or prostate cancer/breast cancer/chronic kidney disease/diabetes/atherosclerosis/osteoarthritis”. Original studies on the subject, as well as a small number of reviews, were analysed including the strengths and weaknesses, and we summarized the performance of biomarkers that demonstrated potential. One of the biggest challenges found is that biomarkers are often shared by several pathologies so are not specific to one disease. Therefore, the trend is shifting towards implementing a panel of biomarkers, which may increase specificity. Although there have been many advances in urinary proteomics, these have not resulted in similar advancements in clinical practice due to high costs and the lack of large data sets. In order to translate these potential biomarkers to clinical practice, vigorous validation is needed, with input from industry or large collaborative studies.Key words: urine, protein, biomarker     

Explaining organizational knowledge creation with a knowledge maturing model

Social media challenge knowledge management because of encouraging conversations, networking and participation in more distributed, diverse and dynamic ways of knowledge development and increasingly important individuals’ interests driving them. Hence, we need to understand the complex relationships between different qualities of knowledge developed in informal and formal processes as well as for overcoming misalignments in routines, tools and infrastructures supporting organizational knowledge creation. This paper contributes a maturation perspective towards explaining organizational knowledge creation and presents a knowledge maturing model, which is grounded in organizational practice and validated with qualitative and quantitative empirical and design studies. The results describe how characteristics of knowledge and support by IT change between phases of knowledge maturing. Our findings confirm theories of organizational knowledge creation with respect to expanding scopes from individuals through communities to organizations moving from interest-driven knowledge exploration in informal contexts to goal-driven knowledge exploitation in formal contexts. The maturation perspective adds to our understanding that organizational knowledge creation is not simply a continuous process. Phases that emphasize changeability alternate with phases concerned with stability. Knowledge develops in contexts that need to switch multiple times between opening up for new knowledge and filtering relevant knowledge and between de- and re-contextualization.     

The relevance of intellectual capital disclosure: empirical evidence from Spanish universities

The reporting of intellectual capital (IC) in higher education institutions is of vital importance, mainly owing to the fact that knowledge is the main output and input in these institutions. Furthermore, the increasing social concern about establishing procedures of accountability and ensuring information transparency in public universities prompted us to consider the need to disclose information on their IC. In this study, we developed a questionnaire that was sent to members of the Social Councils of Spanish public universities in order to identify the intangible elements about which university stakeholders demand most information. It was also used to see which groups of universities have stakeholders who are more proactive to the disclosure of IC. Our results represent a starting point for public universities to identify the most commonly requested information about IC. Universities can then develop an IC report that fits their own characteristics and environment.     

Inducing knowledge sharing in teams through cost-efficient compensation schemes

A natural challenge for firms seeking to implement knowledge management systems is accounting for the interplay of incentives among workers and supervisors. This paper studies this interaction, focusing on the dynamics arising from joint projects, task evaluation, and knowledge sharing, in the framework of a game-theoretic model. We identify conditions under which a firm can minimize the costs of implementing an incentives-based system for knowledge sharing, taking into account the firm’s ability to monitor individual performance. We show that an employer in our framework has a stronger incentive to monitor tasks when relative-performance pay is small and when higher-paid agents are more likely to generate new knowledge.