Knowledge Intensive Organizations and Their Role in Promoting Sustainable Development

A special issue of Administrative Sciences (ISSN 2076-3387).

Deadline for manuscript submissions: closed (30 September 2021) | Viewed by 23461

Special Issue Editors


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Guest Editor
Public University of Navarre, 31006 Pamplona, Navarra, Spain
Interests: strategic capacity planning in Knowledge Intensive Organizations (KIOs); optimization in logistics and supply chain; mathematical programming

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Guest Editor
Facultat de Ciències Econòmiques i Socials, Universitat Internacional de Catalunya, 08017 Barcelona, Spain
Interests: strategic planning and management of higher education institutions; knowledge and technology transfer; entrepreneurship; efficiency analysis; qualitative comparative analysis

Special Issue Information

Dear Colleagues,

The COVID-19 pandemic constitutes an unprecedented challenge with very severe socioeconomic consequences. In the span of just a few weeks, the way we work, communicate, and live our daily life has drastically changed. In this context, many organizations have had to lower the blinds and close their doors. Notwithstanding, knowledge-intensive organizations (KIOs) have showcased their ability to readapt. While in the previous economic crisis, KIOs were seriously damaged and suffered significant cuts in their budgets (e.g., hospitals, universities, research centers, etc.), they are now deemed as fundamental in order to ensure the survival of our model of life and envisage creative opportunities to recover from this situation.

KIOs represent a specific case in the service industry, for which capacity depends on the size and composition of the workforce. Even though there is still a lack of consensus on the definition of what a KIO is (Makani and Marche, 2010), these organizations are distinguished from others by assuming that knowledge is the most important resource, being immaterial and ambiguous (Alvesson, 1993). Another key feature is their capacity to solve problems trough creative and innovative solutions (Robertson and Swan, 2003). Therefore, their competitive advantage lies in creating, applying, and preserving superior knowledge and expertise within the organization.

The existing literature on KIOs is rich (Lönnqvist and Laihonen, 2017), with a primary focus on its personnel (how knowledge workers are managed (e.g., de la Torre et al., 2020; Lafuente and Berbegal-Mirabent, 2019; Millar et al., 2018)), information flows (how these organizations contribute to economic growth and business innovation (e.g., Horváth and Berbegal-Mirabent, 2020)), and knowledge management (the decisions linked to strategic, capacity planning, and knowledge retention (e.g. de la Torre et al., 2016; Martínez et al., 2014)).

While these topics are relevant, the current economic and social crisis invites us to take a step further and dive deeper into the innovative capacity of these organizations. This approach has been overlooked by academics and policy-makers alike despite the existing evidence on the goodness of prioritizing innovation and development as a strategic tool for economic sustainability (e.g., Colombo et al., 2016).

Rooted in this context, this Special Issue focuses its attention on KIOs and how they are navigating the crisis during these uncertain times, adopting new strategies, reallocating their resources, and reshaping their business models to come up with innovative and breakthrough solutions that keep supporting the needs of their communities.

In methodological terms, we encourage conceptual, case-based, and empirically based submissions. Moreover, we recommend that authors pay explicit attention to the managerial and policy implications of their findings.

References

Berbegal-Mirabent, J., de la Torre, R., & Gil-Doménech, D. (2020, forthcoming). Capitalizing new knowledge through R&D alliances: Evidence from Catalan technology centres. International Journal of Technology Management.

Alvesson, M. (1993). Organization as a rethoric: Knowledge-intensive firms and the struggle with ambiguity. Journal of Management Studies, 30, 997-1015.

Colombo, M.G., Piva, E., Quas, A., & Rossi-Lamastra, C. (2016). How high-tech entrepreneurial ventures cope with the global crisis: Changes in product innovation and internationalization strategies. Industry and Innovation, 23(7), 647-671.

de la Torre, R., Lusa, A., & Mateo, M. (2016). A MILP model for the long term academic staff size and composition planning in public universities. Omega63, 1-11.

de la Torre, R., Lusa García, A., Mateo Doll, M., & Aghezzaf, E. H. (2020). Determining personnel promotion policies in HEI. Journal of Industrial and Management Optimization, 16(4), 1835-1859

Horváth, K., & Berbegal-Mirabent, J. (2020). The role of universities on the consolidation of knowledge-based sectors: A spatial econometric analysis of KIBS formation rates in Spanish regions. Socio-Economic Planning Sciences, 100900. https://doi.org/10.1016/j.seps.2020.100900.

Lafuente, E., & Berbegal-Mirabent, J. (2019). Contract employment policy and research productivity of knowledge workers: an analysis of Spanish universities. The International Journal of Human Resource Management30(16), 2360-2386.

Lönnqvist, A., & Laihonen, H. (2017). Management of knowledge-intensive organisations: What do we know after 20 years of research? International Journal of Knowledge-Based Development8(2), 154-167.

Makani, J., & Marche, S. (2010). Towards a typology of knowledge-intensive organizations: determinant factors. Knowledge Management Research & Practice, 8(3), 265-277.

Martínez, C., Lusa, A., Mas, M., de la Torre, R., & Mateo, M. (2014). Strategic capacity planning in KIOs: A classification scheme. In Annals of Industrial Engineering 2012 (pp. 191-198). Springer, London.

Millar, C.C., Chen, S., & Waller, L. (2018). Leadership, knowledge and people in knowledge-intensive organisations: implications for HRM theory and practice. International Journal fo Human Resource Management, 28(2), 261-275.

Robertson, M., & Swan, J. (2003). ‘Control-What control?’ Culture and ambiguity within a knowledge intensive firm. Journal of Management Studies, 40, 831-858.

Dr. Rocío de la Torre
Dr. Jasmina Berbegal-Mirabent
Guest Editors

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Keywords

  • Knowledge-intensive organizations
  • Knowledge workers
  • Resource allocation
  • Business models
  • Internal structures
  • Innovation
  • Sustainable development
  • Efficiency

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Published Papers (5 papers)

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Editorial

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3 pages, 192 KiB  
Editorial
Knowledge-Intensive Organizations and Their Role in Promoting Sustainable Development
by Rocio de la Torre and Jasmina Berbegal-Mirabent
Adm. Sci. 2022, 12(3), 100; https://doi.org/10.3390/admsci12030100 - 11 Aug 2022
Cited by 3 | Viewed by 1892
Abstract
The COVID-19 pandemic constitutes an unprecedented challenge with very severe socio-economic consequences [...] Full article

Research

Jump to: Editorial

17 pages, 1899 KiB  
Article
University–Industry Collaboration: A Sustainable Technology Transfer Model
by Antonia Terán-Bustamante, Antonieta Martínez-Velasco and Andrée Marie López-Fernández
Adm. Sci. 2021, 11(4), 142; https://doi.org/10.3390/admsci11040142 - 25 Nov 2021
Cited by 11 | Viewed by 5089
Abstract
Faced with the pandemic caused by COVID-19, universities worldwide are giving a powerful response to support their communities. One way to provide support is via the collaboration between universities and industries, allowing the co-creation of knowledge that leads to innovation. Historically, universities, as [...] Read more.
Faced with the pandemic caused by COVID-19, universities worldwide are giving a powerful response to support their communities. One way to provide support is via the collaboration between universities and industries, allowing the co-creation of knowledge that leads to innovation. Historically, universities, as knowledge-intensive organizations (KIOs), have produced knowledge through research. At present, its important contribution to countries’ economy is widely recognized through the development of new knowledge and technical know-how. Universities are a source of innovation for firms, which ultimately translates into social welfare improvements. The objective of this research is to analyze the university–firm linkage. The methodological strategy is carried out using Bayesian networks through a model where the main elements of university–industry linking, which impact competitiveness and innovation, are identified and quantified. The technology transfer model shows that the most crucial processes are Technology Strategy, Value Proposal, Knowledge Management, Control and Monitoring, Innovation Management, Needs Detection, Knowledge Creation, New Products and Services, and Absorption Capacity. Full article
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13 pages, 300 KiB  
Article
Project Managers as Knowledge Workers: Competencies for Effective Project Management in Developing Countries
by Armstrong Amoah and Frederic Marimon
Adm. Sci. 2021, 11(4), 131; https://doi.org/10.3390/admsci11040131 - 11 Nov 2021
Cited by 12 | Viewed by 8229
Abstract
Studies have shown that project managers are responsible for the successful management of various projects. Increasingly, this success depends on the project manager being a knowledge worker (KW)—i.e., possessing and utilizing both “hard” and “soft” skills/competencies to manage assigned projects. Nonetheless, there has [...] Read more.
Studies have shown that project managers are responsible for the successful management of various projects. Increasingly, this success depends on the project manager being a knowledge worker (KW)—i.e., possessing and utilizing both “hard” and “soft” skills/competencies to manage assigned projects. Nonetheless, there has not been enough studies on what these competencies are, especially in the context of developing countries (DCs). This study, therefore, seeks to conceptualize project managers as KWs by identifying the key competencies and their relationships needed to effectively manage projects in DCs. To achieve this objective, a survey was conducted among 112 project management (PM) practitioners in Ghana. The opinions from the respondents were edited, summarized and categorized by creating word queries, thus, making it easier to make deductions from them. Finally, content analysis was conducted to help establish links in the responses so as to deduce appropriate recommendations. The findings provide a set of “soft” and “hard” skills/competencies and their unique combinations for effective PM in DCs. The primary contribution of this study stems from highlighting the key competencies that project managers need to ensure effective PM in DCs, thus, helping these countries to make a more efficient use of their scarce resources. Full article
25 pages, 729 KiB  
Article
Explicating Brand Equity in the Information Technology Sector in Vietnam
by Hien Thi Ngoc Huynh, Hoa Doan Xuan Trieu, Phuong Van Nguyen, Tue Gia Tran and Long Nguyen Hai Lam
Adm. Sci. 2021, 11(4), 128; https://doi.org/10.3390/admsci11040128 - 9 Nov 2021
Cited by 2 | Viewed by 3537
Abstract
Vietnamese IT businesses have expanded internationally and have reached a turning point with opportunities and challenges typical when establishing a global brand. To assist Vietnamese IT firms in the development of branding strategies, this study investigated the direct influences of various firm competencies, [...] Read more.
Vietnamese IT businesses have expanded internationally and have reached a turning point with opportunities and challenges typical when establishing a global brand. To assist Vietnamese IT firms in the development of branding strategies, this study investigated the direct influences of various firm competencies, such as innovation, marketing, networking, and dynamic capabilities, on brand equity in the business-to-business (B2B) information technology (IT) industry. In addition, the study examined whether the enterprise’s capabilities indirectly affected B2B brand equity via value co-creation and customer value. By employing PLS-SEM to analyze a sample of 182 questionnaire responses from IT firms in Ho Chi Minh City, Vietnam, the study found that innovative, networking, and dynamic capabilities had a direct, positive effect on brand equity. The mediating effect of value co-creation and customer value on the association between marketing capability and brand equity was also reported. The research also recommended branding strategies for enterprises that seek to improve their internal competencies and abilities to innovate and respond swiftly to market dynamics. In a successful marketing strategy, all stakeholders must be involved in the value co-creation and brand equity building process, and this is particularly critical in a knowledge-intensive industry such as IT. Full article
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20 pages, 580 KiB  
Article
The Effect of Sustainability on New Product Development in Manufacturing—Internal and External Practices
by Zahra Ahmadi-Gh and Alejandro Bello-Pintado
Adm. Sci. 2021, 11(4), 115; https://doi.org/10.3390/admsci11040115 - 15 Oct 2021
Cited by 7 | Viewed by 3044
Abstract
The purpose of this paper is to analyse the link between the adoption of sustainability practices and new product development (NPD) in manufacturing companies. From a triple bottom line (TBL) perspective and considering different theoretical approaches, this study hypothesises on the effect of [...] Read more.
The purpose of this paper is to analyse the link between the adoption of sustainability practices and new product development (NPD) in manufacturing companies. From a triple bottom line (TBL) perspective and considering different theoretical approaches, this study hypothesises on the effect of both internal and external sustainability practices, distinguishing between collaborative and controlling initiatives, on the success of new products. Using a unique database of 281 companies across three industries taken from the fourth round of the High-Performance Manufacturing project, the findings shows that both monitoring and collaborative actions with suppliers demonstrate positive impacts on NPD success. Internal sustainability practices do not have a direct effect on NPD success but are determinant in supporting external sustainability practices. Full article
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