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Followers coping with stress in a toxic leader-follower dyadic relationships: Realist synthesis
No full textThis presentation examines coping mechanisms that reduce follower stress-related responses
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be consequential to employees’ health and well
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▪ To discover coping strategies that strengthen followers’ sense of
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Exploring the impact of employee empowerment on the intrinsic motivation of employees in collaborative environments
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Intergenerational mentoring: A systematic review of facilitating knowledge transfer in a multigenerational work environment
No full textThe business problem addressed in this study is the failure of some organizations to adopt mentoring programs, which are necessary to transfer knowledge in a multigenerational workforce. The workforce is becoming generationally more diverse. Over 36.5 million employees will become eligible for retirement within the next 10 years, leaving many leadership positions vacant in the workplace. Due to the gap in both knowledge and experience within the remaining workforce, many organizations will struggle to fill vacant, senior-level positions. Mentoring is a tool to enact knowledge transfer throughout the workforce. This qualitative study synthesizes the literature on how mentoring programs influence knowledge transfer throughout a multigenerational environment. In addition, this study examines the best strategies regarding implementing mentoring programs. The theoretical framework for this study includes knowledge-based theory, social exchange theory, and generational cohort theory. The systematic review identifies 699 articles, and the snowballing method is implemented to locate five additional articles. Duplicates are removed, leaving 487 articles for abstract review, of which 209 move to the full-text review stage. Inclusion and exclusion criteria are applied, and 43 articles meet the requirements and critical quality assessment for coding key themes. The general findings of the study are that mentoring influences knowledge transfer through the formation of collaborative relationships, mitigates negative stereotypes, builds larger social networks, enhances tactic and explicit knowledge for both mentor and mentee, and increases technological adaptability. Findings for best strategies to consider when implementing mentoring programs include management support, the creation of a knowledge-sharing organizational culture, and intergenerational mentoring. This study contributes to the development and replacement of leadership positions and comprises a valuable tool for organizational succession planning. The development of intergenerational mentoring programs can lead to increased knowledge sharing across organizations.Running head: INTERGENERATIONAL MENTORING FOR KNOWLEDGE TRANSFER
ABSTRACT
Title of Dissertation:
INTERGENERATIONAL MENTORING: A SYSTEMATIC REVIEW OF FACILITATING KNOWLEDGE TRANSFER IN A MULTIGENERATIONAL WORKFORCE
Candace Christine Pruett, Doctor of Business Administration, 2020
The business problem addressed in this study is the failure of some organizations to adopt mentoring programs, which are necessary to transfer knowledge in a multigenerational workforce. The workforce is becoming generationally more diverse. Over 36.5 million employees will become eligible for retirement within the next 10 years, leaving many leadership positions vacant in the workplace. Due to the gap in both knowledge and experience within the remaining workforce, many organizations will struggle to fill vacant, senior-level positions. Mentoring is a tool to enact knowledge transfer throughout the workforce. This qualitative study synthesizes the literature on how mentoring programs influence knowledge transfer throughout a multigenerational environment. In addition, this study examines the best strategies regarding implementing mentoring programs. The theoretical framework for this study includes knowledge-based theory, social exchange theory, and generational cohort theory. The systematic review identifies 699 articles, and the snowballing method is implemented to locate five INTERGENERATIONAL MENTORING FOR KNOWLEDGE TRANSFER
additional articles. Duplicates are removed, leaving 487 articles for abstract review, of which 209 move to the full-text review stage. Inclusion and exclusion criteria are applied, and 43 articles meet the requirements and critical quality assessment for coding key themes. The general findings of the study are that mentoring influences knowledge transfer through the formation of collaborative relationships, mitigates negative stereotypes, builds larger social networks, enhances tactic and explicit knowledge for both mentor and mentee, and increases technological adaptability. Findings for best strategies to consider when implementing mentoring programs include management support, the creation of a knowledge-sharing organizational culture, and intergenerational mentoring. This study contributes to the development and replacement of leadership positions and comprises a valuable tool for organizational succession planning. The development of intergenerational mentoring programs can lead to increased knowledge sharing across organizations.
Keywords: mentoring, multigenerational, knowledge sharing, knowledge-based theory, social exchange theory, generational cohort theory
INTERGENERATIONAL MENTORING FOR KNOWLEDGE TRANSFER
INTERGENERATIONAL MENTORING: A SYSTEMATIC REVIEW OF FACILITATING KNOWLEDGE TRANSFER IN A MULTIGENERATIONAL WORKFORCE
By
Candace Christine Pruett
Dissertation submitted to the Faculty of the Graduate School of the
University of Maryland University College, in partial fulfillment
of the requirements for the degree of
Doctor of Business Administration
2020
INTERGENERATIONAL MENTORING FOR KNOWLEDGE TRANSFER
© Copyright by
Candace Christine Pruett
2020
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Dedication
I dedicate this dissertation to my husband, parents, family, and friends. Thank you for your understanding, kindness, and support along this journey.
I give a special thank you to my husband, David Pruett. You encouraged me from the beginning of this process, from applying and starting the program right after we got married. I sincerely thank you, as I could not have finished without you.
To my parents, Greg and Sandy, I also want to say thank you. You encouraged me to go to school to continue to pursue my education and progress, even when I had a full-time job. You knew that I could not settle until I reached the mark.
Lastly, I dedicate this dissertation to my future children. You can and will accomplish anything you set your minds to. Set your goals, plan, and pivot when needed, but do not let distractions overcome what you have set forth to do.
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Acknowledgements
This academic journey has been quite a life-changing experience, after which I shall always think differently and critically. Thank you to my dissertation advisor Dr. Raymond Marbury, second reader Dr. Mark de Jong, and Dr. Laura Witz. You have all been great mentors through this process, knowing which questions to ask and what helpful, constructive advice to provide at moments when I felt stuck in the process. I am incredibly grateful.
I want to acknowledge my cohort members, who have been my co-pilots along this quest of obtaining our D.B.A. Our cohort shares a special bond that we have created through working together over these past few semesters. I will forever be appreciative of your support through the program. We did it! iv
Table of Contents
Dedication ...................................................................................................................................... ii
Acknowledgements ........................................................................................................................ iii
Table of Contents ........................................................................................................................... iv
List of Tables ................................................................................................................................ ix
List of Figures ................................................................................................................................ x
List of Abbreviations ..................................................................................................................... xi
Chapter 1: Introduction to and Overview of the Management Problem ....................................... 12
Problem Statement .................................................................................................................... 12
Importance to Management ...................................................................................................... 15
Study Rationale ......................................................................................................................... 15
Research Questions ................................................................................................................... 16
Definitions and Assumptions of Terms .................................................................................... 16
Organization of the Dissertation ............................................................................................... 18
Chapter 2: Literature Review and Theoretical Framework .......................................................... 19
Mentoring ................................................................................................................................. 19
“Mentoring” definition.......................................................................................................... 19
Mentoring outcomes. ............................................................................................................ 20
Traditional mentoring. .......................................................................................................... 20
Reverse mentoring. ............................................................................................................... 21
Reciprocal mentoring. ........................................................................................................... 21
Formal mentoring.................................................................................................................. 22
Informal mentoring. .............................................................................................................. 22
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E-mentoring. ......................................................................................................................... 23
Mentoring summary. ............................................................................................................. 23
Knowledge Transfer.................................................................................................................. 23
Explicit knowledge. .............................................................................................................. 24
Tacit knowledge. ................................................................................................................... 25
Barriers to knowledge transfer. ............................................................................................. 25
Multigenerational Workforce.................................................................................................... 26
Traditionalists. ...................................................................................................................... 28
Baby Boomers. ...................................................................................................................... 28
Generation X. ........................................................................................................................ 28
Millennials. ........................................................................................................................... 29
Generation Z. ........................................................................................................................ 30
Multigenerational workforce summary. ................................................................................ 32
Theoretical Framework ............................................................................................................. 32
Social exchange theory. ........................................................................................................ 32
Knowledge-based theory. ..................................................................................................... 33
Generational cohort theory. .................................................................................................. 33
Conceptual Model ..................................................................................................................... 34
Chapter Summary ..................................................................................................................... 35
Chapter 3: Methodology ............................................................................................................... 37
Evidence-based Research Framework ...................................................................................... 37
Systematic Review and Thematic Analysis .............................................................................. 38
Methodology ............................................................................................................................. 40
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Analysis of the Research Question ........................................................................................... 40
Search Strategy ......................................................................................................................... 41
Search process. ...................................................................................................................... 41
Search terms. ......................................................................................................................... 42
Inclusion and exclusion criteria. ........................................................................................... 43
Limitations of the search strategy. ........................................................................................ 45
Articles for analysis. ............................................................................................................. 45
Quality Appraisal ...................................................................................................................... 45
TAPUPAS and weight of evidence frameworks. ................................................................. 46
Article rating. ........................................................................................................................ 47
Subject Matter Experts .............................................................................................................. 48
Analysis and Synthesis Methodology ....................................................................................... 50
Method of synthesis. ............................................................................................................. 50
Software for coding............................................................................................................... 51
Chapter Summary ..................................................................................................................... 52
Chapter 4: Analysis and Findings ................................................................................................. 53
Review of the Research Questions ........................................................................................... 53
Description of the Dataset ......................................................................................................... 53
Results of Dataset Quality Appraisal ........................................................................................ 55
TAPUPAS framework. ......................................................................................................... 55
Weight of evidence framework. ............................................................................................ 55
Coding. ................................................................................................................................. 55
Results of Dataset Article Synthesis ......................................................................................... 56
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Research question 1 results. .................................................................................................. 57
Research question 2 results. .................................................................................................. 58
Synthesis of the literature. ..................................................................................................... 59
Findings, Research Question 1: How Mentoring Programs Can Increase Knowledge Transfer in a Multigenerational Workforce ............................................................................................. 60
Theme 1: Relationships that develop trust and communication. .......................................... 60
Theme 2: Mitigating stereotypes and expanding social networks. ....................................... 61
Theme 3: Enhancement of tacit and explicit knowledge. ..................................................... 62
Theme 4: Technological adaptability. ................................................................................... 63
Findings, Research Question 2: Best Strategies to Consider when Implementing a Mentoring Program to Increasing Knowledge Transfer in a Multigenerational Workforce ...................... 64
Theme 5: Intergenerational mentoring model. ...................................................................... 64
Theme 6: Management support is crucial. ............................................................................ 65
Theme 7: Knowledge-sharing culture. .................................................................................. 66
Chapter Summary ..................................................................................................................... 67
Chapter 5: Conclusions and Implications ..................................................................................... 69
Review of the Research ............................................................................................................ 69
Answers to the Research Questions .......................................................................................... 69
Business Implications for Knowledge Sharing ......................................................................... 71
Communication tools. ........................................................................................................... 72
Mitigating negative stereotypes. ........................................................................................... 72
Networking events. ............................................................................................................... 72
Business Implications for Best Strategies in Mentoring Programs .......................................... 73
Intergenerational mentoring. ................................................................................................. 73
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Management support for mentoring programs. .................................................................... 74
Developing a knowledge-sharing culture. ............................................................................ 74
Implications for Social Change ................................................................................................. 74
Limitations of the Study............................................................................................................ 76
Areas for Future Research ........................................................................................................ 76
Final Summary and Conclusion ................................................................................................ 77
References .................................................................................................................................... 80
Appendix A .................................................................................................................................. 98
Appendix B .................................................................................................................................. 99
Appendix C ................................................................................................................................ 100
Appendix D ................................................................................................................................ 101
Appendix E ................................................................................................................................ 102
Appendix F................................................................................................................................. 103
Appendix G ................................................................................................................................ 107
Appendix H ................................................................................................................................ 112
Appendix I ................................................................................................................................. 133
Appendix J ................................................................................................................................. 140
Appendix K ................................................................................................................................ 142
Appendix L ................................................................................................................................ 146
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List of Tables
Table 1. Generational Cohort Values and Attitudes…………………………………….……….31
Table 2. Databases for Conducting Search……………………………………………………....42
Table 3. Key Search Terms………………………………………………………………………43
Table 4. TAPUPAS Dimensions and the Weight of Eviden
Strategic management competencies for radical innovation in a volatile, uncertain, complex, and ambiguous (VUCA) world: A systematic review of the evidence
No full textThe purpose of this research was to explore the influence of strategic management competencies on radical innovation in a volatile, uncertain, complex, and ambiguous (VUCA) world. The research was a qualitative, systematic review and synthesis of the evidence. The primary empirical dataset was derived from case studies, qualitative and quantitative research, and mixed methods studies. Strategic management competencies and leadership knowledge and skills found to be mechanisms that propelled and galvanized radical innovation in the VUCA environment were categorized as 12 organizational capabilities; four skills at the organizational and leader levels; and four knowledge-based competencies. The managerial implications are as follows: develop a framework to better understand what the 21st-century leader and organization need to look like in terms of talent acquisition. Also, a risk proficiency mechanism developed by HR is necessary to understand risk skills for the 21st century. New knowledge was acquired with the use of 21st-century theories to underpin the study. The research adds to the body of knowledge for empirical VUCA studies to better support the scholarship in this area. The theories utilized were design thinking theory, adaptive capacity theory, and dynamic capabilities theory. Each theory had its unique characteristics that support the claim of leader and organizational readiness in a VUCA world, in addition to supporting the constructs of strategic management and radical innovation. Finally, through the research, it was determined that business models are the best measuring instruments for performance in the radical innovation management space in a VUCA world. The limitations of the research are related to the time constraints associated with the time allowed for the research of this dissertation. Future research could be conducted to gather longitudinal data on VUCA, strategic management, and radical innovation as a combined topic. Also, future research could be further advanced by exploring other 21st century theories to underpin a longitudinal study.STRATEGIC MANAGEMENT FOR RADICAL INNOVATION IN A VUCA WORLD
i
ABSTRACT
STRATEGIC MANAGEMENT COMPETENCIES FOR RADICAL INNOVATION IN A VOLATILE, UNCERTAIN, COMPLEX, AND AMBIGUOUS (VUCA) WORLD: A SYSTEMATIC REVIEW OF THE EVIDENCE
Heather Audrene Johnson
Doctor of Management, 2020
The purpose of this research was to explore the influence of strategic management competencies on radical innovation in a volatile, uncertain, complex, and ambiguous (VUCA) world. The research was a qualitative, systematic review and synthesis of the evidence. The primary empirical dataset was derived from case studies, qualitative and quantitative research, and mixed methods studies. Strategic management competencies and leadership knowledge and skills found to be mechanisms that propelled and galvanized radical innovation in the VUCA environment were categorized as 12 organizational capabilities; four skills at the organizational and leader levels; and four knowledge-based competencies. The managerial implications are as follows: develop a framework to better understand what the 21st-century leader and organization need to look like in terms of talent acquisition. Also, a risk proficiency mechanism developed by HR is necessary to understand risk skills for the 21st century. New knowledge was acquired with the use of 21st-century theories to underpin the study. The research adds to the body of knowledge for empirical VUCA studies to better support the scholarship in this area. The theories utilized were design thinking theory, adaptive capacity theory, and dynamic capabilities theory. Each theory had its unique characteristics that support the claim of leader and organizational readiness STRATEGIC MANAGEMENT FOR RADICAL INNOVATION IN A VUCA WORLD
ii
in a VUCA world, in addition to supporting the constructs of strategic management and radical innovation. Finally, through the research, it was determined that business models are the best measuring instruments for performance in the radical innovation management space in a VUCA world. The limitations of the research are related to the time constraints associated with the time allowed for the research of this dissertation. Future research could be conducted to gather longitudinal data on VUCA, strategic management, and radical innovation as a combined topic. Also, future research could be further advanced by exploring other 21st century theories to underpin a longitudinal study.
Keywords: strategic management, radical innovation, volatility, uncertainty, ambiguity, complexity, VUCA STRATEGIC MANAGEMENT FOR RADICAL INNOVATION IN A VUCA WORLD
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STRATEGIC MANAGEMENT COMPETENCIES FOR RADICAL INNOVATION IN A VOLATILE, UNCERTAIN, COMPLEX, AND AMBIGUOUS (VUCA) WORLD: A SYSTEMATIC REVIEW OF THE EVIDENCE
By
Heather Audrene Johnson
Dissertation submitted to the School of Business,
University of Maryland Global Campus, in partial fulfillment
of the requirements for the degree of
Doctor of Management
2020
STRATEGIC MANAGEMENT FOR RADICAL INNOVATION IN A VUCA WORLD
iv
@Copyright by
Heather Audrene Johnson
2020
STRATEGIC MANAGEMENT FOR RADICAL INNOVATION IN A VUCA WORLD
v
Dedication
I hereby dedicate this dissertation to my parents, Ellis Woodworth Johnson and Beryl Pearl Johnson who taught me the universe is limitless, my brother Elson Woolworth Johnson (the 3 of you are not here to celebrate with me, your spirit resides in me and celebrates with me). My daughters Danielle’ Young and Mikala Young. My grandchildren, Aidan Young, Ava Young, Mackenzie Mello, and Johnathan Lange, thank you for your unwavering love and support while on this lifelong quest of learning. The continued support and understanding during the research period made the journey extremely worthwhile.
STRATEGIC MANAGEMENT FOR RADICAL INNOVATION IN A VUCA WORLD
vi
Acknowledgments
I hereby acknowledge my dissertation committee chair, Dr. John Sherlock who patiently listened to the ridiculous topic that I wanted to research. This ridiculous topic became a sought-after topic after the outbreak of COVID-19 across the globe. I would also like to acknowledge the second member of my committee, Dr. Deborah Wharff, who also patiently listened to me wanting to research a topic that seems as if it appeared from the skies. Since this time, the research topic became quite relevant, months into the development of the dissertation. Also, Dr. Walter McCollum, the third member of my committee, has witnessed the evolution of my research topic and given me good advice in preparing to write a dissertation, over a year ago. Sincere gratitude to the entire committee. Thank you for your guidance and advice during this period.
In addition, I would like to recognize my other professors at University Maryland Global Campus that have each played a role in my journey towards my doctoral degree: Dr. Marcia Bouchard, Dr. Denise Breckon, Dr. Lisa Pearo, Dr. Joseph Drasin, Dr. Laura Witz, and Dr. Tacy Holliday. Each of you has left an indelible mark on me that makes me a better person and scholar than when I arrived at the University of Maryland Global Campus.
STRATEGIC MANAGEMENT FOR RADICAL INNOVATION IN A VUCA WORLD
vii
Table of Contents
ABSTRACT ................................................................................................................................................. i
Dedication ................................................................................................................................................... v
Acknowledgments ..................................................................................................................................... vi
List of Tables .............................................................................................................................................. x
List of Figures ............................................................................................................................................ xi
Chapter 1: Introduction and Overview of the Management Problem ................................................... 1
Background and Overview ..................................................................................................................... 1
Problem statement and Significance of the Problem ........................................................................... 8
Gaps in the literature ............................................................................................................................ 11
Purpose of the research and the research question............................................................................ 14
Rationale for the research .................................................................................................................... 15
Discussion of Concepts ......................................................................................................................... 16
Definitions and Terminology ............................................................................................................... 17
Chapter Summary ................................................................................................................................... 17
Organization of the Dissertation .......................................................................................................... 18
Chapter 2: Scoping Literature Review and Theoretical Framework .................................................. 19
Scoping Literature Review ....................................................................................................................... 20
VUCA ........................................................................................................................................................ 20
Radical innovation ............................................................................................................................... 23
Strategic management .......................................................................................................................... 31
Theoretical Framework ............................................................................................................................ 37
Design Thinking Theory ................................................................................................................... 37
Adaptive Capacity Theory ................................................................................................................... 40
Dynamic Capabilities Theory .............................................................................................................. 43
Chapter Summary ................................................................................................................................... 46
Chapter 3: Methodology ........................................................................................................................... 47
The Evidence-Based Research Framework ........................................................................................ 48
Systematic Review Process ....................................................................................................................... 49
Review Initiation .................................................................................................................................. 50
Search Strategy .................................................................................................................................... 51
Quality Appraisal ..................................................................................................................................... 54 STRATEGIC MANAGEMENT FOR RADICAL INNOVATION IN A VUCA WORLD
viii
Method of the quality appraisal for included studies ........................................................................ 54
Subject Matter Experts ........................................................................................................................ 56
Analysis and Synthesis Methodology .................................................................................................. 57
Chapter Summary ................................................................................................................................... 60
Chapter 4: Analysis and Findings ........................................................................................................... 61
Review of the Research Question ........................................................................................................ 61
The research question ........................................................................................................................... 61
Description of the Data Set ................................................................................................................... 61
Results of the Quality Appraisal of the Data Set ................................................................................ 64
Results of the Synthesis of the Articles in the Data Set ..................................................................... 66
Findings ............................................................................................................................................. 66
Descriptive findings .......................................................................................................................... 67
Analytical Findings ........................................................................................................................... 69
Organizational Capabilities ................................................................................................................. 74
Skills ...................................................................................................................................................... 84
Knowledge ............................................................................................................................................ 87
Business Model ..................................................................................................................................... 92
Chapter Summary ................................................................................................................................... 97
Chapter 5: Conclusions and Implications ............................................................................................... 98
Answer to the Research Question .......................................................................................................... 104
Theoretical Implications ..................................................................................................................... 104
Managerial Implications .................................................................................................................... 106
Limitations of the Study and Areas for Future Research ................................................................... 113
Limitations of the study. ................................................................................................................. 113
Areas for future research. .............................................................................................................. 113
Final Summary and Conclusion ............................................................................................................ 114
References ............................................................................................................................................... 116
Appendix A ............................................................................................................................................. 143
Appendix B ............................................................................................................................................. 145
Appendix C ............................................................................................................................................. 146
Appendix D ............................................................................................................................................. 168
Appendix E ............................................................................................................................................. 173
Appendix F ............................................................................................................................................. 175 STRATEGIC MANAGEMENT FOR RADICAL INNOVATION IN A VUCA WORLD
ix
Appendix G ............................................................................................................................................. 178
STRATEGIC MANAGEMENT FOR RADICAL INNOVATION IN A VUCA WORLD
x
List of Tables
Table 1 Definitions (Bennett & Lemoine, 2014) and examples of volatility, uncertainty, complexity, and ambiguity (VUCA) using the novel coronavirus known as COVID-19. ............. 2
Table 2 The top articles in alphabetical order based on the highest score on the TAPUPAS weighted scale ............................................................................................................................... 65
Table 3 Findings showing connection to strategic management competencies (organizational capabilities, skills, knowledge) ..................................................................................................... 70
Table 4 CERQual assessment of the findings associated with the syntheses of articles for the dissertation. Only three are displayed, for the full list see Appendix F. ....................................... 73
Table 5 Transformation from industrial context to VUCA context. Table content borrowed from diagram, Kallenbach, 2017 ......................................................................................................... 105
STRATEGIC MANAGEMENT FOR RADICAL INNOVATION IN A VUCA WORLD
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List of Figures
Figure 1 Overview of the intertwined theories of design thinking theory, dynamic capabilities theory, and adaptive capacity theory theoretical framework. H. A. Johnson, 2020 ..................... 46
Figure 2 Graphical depiction of themes/findings pre-coding of selected primary dataset ........... 58
Figure 3 Graphical overview of the results of data analysis and syntheses with themes/findings 67
Figure 4 Conceptual diagram of the research on Strategic Management competencies, Radical Innovation and volatility, uncertainty, complexity, and ambiguity (VUCA). .............................. 90
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STRATEGIC MANAGEMENT FOR RADICAL INNOVATION IN A VUCA WORLD
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Chapter 1: Introduction and Overview of the Management Problem
Background and Overview
The purpose of this research was to explore the influence of strategic management competencies on radical innovation in a volatile, uncertain, complex, and ambiguous (VUCA) world. The general problem is that large corporations, small and medium enterprises, non-profits, public and private entities are faced with the perpetual cycle of radical innovation, disruptive innovation, disruptive technology, to survive in the 21st-century VUCA environment and maintain a competitive advantage. The precise problem is that recent research uncovered that “only 18% of leaders” were competent at “leading in a VUCA world” (Rimita et al., 2020, p.11). The 21st-century VUCA environment thrusts upon leaders the arduous task of placing and empowering “organizations, and people for adaptability” (Uhl-Bien & Arena, 2018, p.89). These insights have critical strategic implications for all organizations operating in the VUCA 21st century.
The VUCA world compels the need for organizations to radically innovate, and radical innovation must be supported by strategy. The inextricable link between VUCA, radical innovation, and strategy in the 21st century; forces businesses to reconcile the need to address the readiness of leaders to lead in the 21st-century VUCA environment. This reasoning leads to the overarching research question, what strategic management competencies influence radical innovation in the VUCA world? The concepts associated with this dissertation are VUCA, radical innovation, and strategic management competencies.
The concepts are used operationally in this research and their definitions are as follows: VUCA is not a single word but is made up of four (4) different concepts. Volatility is “large scale, a frequent change that is unpredictable”; Uncertainty is connected to the inability to STRATEGIC MANAGEMENT FOR RADICAL INNOVATION IN A VUCA WORLD
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“predict the future with certainty and outcomes are unclear”; Complexity is “elaborate networks of interconnected parts being convoluted and multiform”; Ambiguity is “doubt in cause and effect where there is no precedent on which to base predictions” (Cousins, 2018a, p. 3; de Wet, 2019, p. 48). An example of VUCA is the novel Coronavirus also known as COVID-19 or SARS-CoV-2 that enveloped the entire globe beginning in the Winter of 2020. See Table 1 for further definitions of VUCA and examples of VUCA using the Coronavirus pandemic to explain the phenomenon.
Table 1 Definitions (Bennett & Lemoine, 2014) and examples of volatility, uncertainty, complexity, and ambiguity (VUCA) using the novel coronavirus known as COVID-19.
VUCA term
Definition
Example*
Volatility
Unstable change; frequent changes and unpredictable changes
Stock market crash March 2020 due to COVID-19 virus-related shutdown of global economies
Uncertainty
Lack of knowledge; cause and effect are known but the lack of additional informa
Exploring the impact of vertical integration on product quality testing and labeling within the Cannabis Sativa: Hemp industry
No full textThe purpose of this study is to explore vertical integration’s association with product quality testing and labeling risks within the cannabis sativa: industrial hemp industry. This systematic review based upon thematic synthesis searches literature related to vertical integration and aspects of testing that informs labeling, which can aid in facilitating productive collaborative dialogue with growers, manufacturers, distributors, policymakers, investors, subject matter experts, and consumers. Leveraging a total of twenty-seven quality appraised articles as the foundational dataset, provided a basis to address the research question: “How can industrial hemp businesses leverage vertical integration to impact product quality testing in managing labeling risks?” Utilizing Total Quality Management Theory with a vertically integrated, risk management strategic construct frames the review and suggests that value creation occurs by enabling corporate leadership to control quality vertically across the supply chain by identifying, assessing, and selecting risk appetite based upon analysis of risk-return tradeoffs. Coding techniques were employed, identifying “cannabis” as having the highest thematic level of occurrence. The coding method also generated 1) product, 2) use, 3) cannabis, 4) food, and 5) pesticide as themes. Further thematic synthesis and alignment yielded the sub-themes of product/food labeling, product testing, and pesticide use. In addressing the research question, the analysis resulted in the identification of three high-level risks that can be strategically mitigated: 1) Risk: Mislabeling Product Due to Incongruent Laws, 2) Risk: Inconsistent Product Testing Practices, 3) Risk: Deficient Pesticide Use Requirements.1
Title of Dissertation:
EXPLORING THE IMPACT OF VERTICAL INTEGRATION ON PRODUCT QUALITY TESTING AND LABELING WITHIN THE CANNABIS SATIVA: HEMP INDUSTRY
Audrey Hussey Brownlee, Doctor of Business Administration, 2020
Dissertation directed by:
Professor W. Christopher Cason, D.M.
Abstract
The purpose of this study is to explore vertical integration’s association with product quality testing and labeling risks within the cannabis sativa: industrial hemp industry. This systematic review based upon thematic synthesis searches literature related to vertical integration and aspects of testing that informs labeling, which can aid in facilitating productive collaborative dialogue with growers, manufacturers, distributors, policymakers, investors, subject matter experts, and consumers. Leveraging a total of twenty-seven quality appraised articles as the foundational dataset, provided a basis to address the research question: “How can industrial hemp businesses leverage vertical integration to impact product quality testing in managing 2
labeling risks?” Utilizing Total Quality Management Theory with a vertically integrated, risk management strategic construct frames the review and suggests that value creation occurs by enabling corporate leadership to control quality vertically across the supply chain by identifying, assessing, and selecting risk appetite based upon analysis of risk-return tradeoffs. Coding techniques were employed, identifying “cannabis” as having the highest thematic level of occurrence. The coding method also generated 1) product, 2) use, 3) cannabis, 4) food, and 5) pesticide as themes. Further thematic synthesis and alignment yielded the sub-themes of product/food labeling, product testing, and pesticide use. In addressing the research question, the analysis resulted in the identification of three high-level risks that can be strategically mitigated: 1) Risk: Mislabeling Product Due to Incongruent Laws, 2) Risk: Inconsistent Product Testing Practices, 3) Risk: Deficient Pesticide Use Requirements.
Keywords: vertical integration, hemp, cannabis, labeling, product testing, quality risk management
3
EXPLORING THE IMPACT OF VERTICAL INTEGRATION ON PRODUCT QUALITY TESTING AND LABELING WITHIN THE CANNABIS SATIVA: HEMP INDUSTRY
By
Audrey Hussey Brownlee
Dissertation submitted to the Faculty of the Graduate School of the
University of Maryland Global Campus, in partial fulfillment
of the requirements for the degree of
Doctor of Business Administration
2020
4
© Copyright 2020 by Audrey Hussey Brownlee
5
Dedication
“Rejoice always, pray continually, give thanks in all circumstances; for this is God’s will for you (1 Thessalonians 5:16-18, New International Version).” It starts with you, Lord. All praise, glory, and honor to you, thank you. To my family, this has been an extremely arduous journey for us. We have lost loved ones and friends. We have celebrated new beginnings and traveled to places that demonstrated pure wonderment and belief in a higher being. We did this all while expressing our family mantra of having an attitude of gratitude. My family, you did not waiver in providing your love, support, compassion, and hearts. I am so blessed to have you. To my late earthly father, Mr. Monroe Hussey, I give thanks. Daddy, you planted the seed of excellence and academic pursuit for the highest level of educational achievement. I dedicate this journey to you. To my earthly mother, Mrs. Clara Hussey, you always reminded me this was my decision and to see it through to completion. I thank you for the newspaper articles you clipped and sent to me in such an old-fashion way, the questions regarding this industry, the prayers you prayed each day for me, and of course, the home-cooked meals you prepared when I needed to get home to my southern roots. I dedicate this dissertation to you, thanks, Mommy.
To my husband, Mr. Travis L. Brownlee Sr, I give thanks. You stood by me, held my hand, traveled with me to the training sessions, auctions, and subsequent meetings with the subject matter expert. Your belief in me was the fuel I needed to rise each morning and start the day. When I was tired, scared, and at times isolated, you never gave up on believing in me. My biggest champion. I love and thank God so much for you and dedicate this dissertation to you. To my precious cargo birth children, Ericka, Erin, and Travis, my second and third sons through marriage, Steve and Meechaeyl, thank you. For loving me and showing in your beautiful eyes, the pride you have in me has been priceless, and I dedicate this dissertation to you. A special 6
thank you to my son, Travis Jr., for standing by me during the last two months of this dissertation journey. To my sweet Anais, thank you for loving me the way your Daddy and Mommy E taught you how to love, propping the pillow, bringing the blanket, making Staples runs, and planting sweet kisses on my cheek, this dissertation is dedicated to you, much obliged. To my dear friend Lisa Potts, you held things down for me through thick and thin, demonstrating the character of a true friend. To my brothers, Mr. Andre’ and Mr. Adrian Hussey, you both exude brotherly pride in everything I do and always show me unconditional love. Lastly, I devote this dissertation to my late father-in-law, Mr. Harold Brownlee Sr., who encouraged and cared for me like the only daughter he never had, and to my late mother-in-law, Mrs. Mary Brownlee, who applauded and supported my journey as a working mother.
7
Acknowledgments
“Let the wise listen and add to their learning, and let the discerning get guidance (Proverbs 1:5, New International Version).” Dr. W. Christopher Cason, as my advisor, I acknowledge you for your guidance, support and words of wisdom. Your calm and soothing disposition provided what I needed to stay motivated and step through the dissertation process while managing the vicissitudes of daily life. Dr. Milter, thank you for sharing your knowledge regarding the art of communicating the research. Particularly during preparation for SOARS, you conveyed the importance of embracing and messaging the research into digestible portions while bringing the listener along the journey to a place of shared enlightenment. Dr. McCollum, you set the tone for thinking beyond the here and now and opened my thoughts to how the greater community benefits from my doctoral experiences. Dr. Witz, those nuggets of encouragement were meaningful and genuinely appreciated. Dr. Bouchard, thank you for logically presenting the foundational material in DMG 800 and for voicing your thoughts on the best use of the Total Quality Management Theory. To the late Dr. Watson, for invoking interest in new areas of study. To Marina Caminis and the entire UMGC staff, thank you for playing your position on the team. Whether it was assisting with creating search strings, providing a friendly reminder to register, or handing out the parking passes during residency, your actions were purposeful and appreciated.
To my cohorts, Chad Key, Brady Myers, Crystal Martinez, Emil Moumani, Chris Allen, Solomon Burke, and Fidelis Elikwu, thank you for the check-ins, the critiques, the listening ear, and never allowing me to forget that the end of the journey was just around the bend.
To my subject matter expert, Christopher Isaacs, thank you for the inspiration and first-hand account of such a fascinating subject area that truly caused me to reach beyond my comfort zone and view this provocative industry through the lens of an entrepreneur and brand owner. 8
Table of Contents
Dedication ........................................................................................................................... 5
Acknowledgments............................................................................................................... 7
Chapter 1: Introduction and Overview of the Management Problem ............................... 13
Background and Overview ........................................................................................... 13
Problem Statement and Significance of the Problem ....................................................... 15
The Research Question ................................................................................................. 17
Rationale for the Study ................................................................................................. 17
Organization of the Dissertation ................................................................................... 18
Chapter 2: Scoping Literature Review and Theoretical Frame ........................................ 19
Introduction ................................................................................................................... 19
Quality and Risk Management ...................................................................................... 20
The Literature Landscape ............................................................................................. 21
Theoretical Framework ..................................................................................................... 24
Total Quality Management (TQM). .............................................................................. 24
Theoretical Lens and Conceptual Framework. ............................................................. 27
Chapter Summary ......................................................................................................... 28
Chapter 3: Method ............................................................................................................ 29
The Evidence-Based Research Framework .................................................................. 29
Systematic Review Design ........................................................................................... 29
Review Initiation ........................................................................................................... 30
Search Strategy ............................................................................................................. 31
Search process. .......................................................................................................... 31 9
Search strings and initial results. .............................................................................. 32
Inclusion and exclusion criteria. ............................................................................... 34
Study selection. ......................................................................................................... 34
Quality and Relevancy Appraisal.................................................................................. 35
Method of quality appraisal of the included studies. ................................................ 35
Rating method. .......................................................................................................... 38
Analysis and Synthesis Methodology ........................................................................... 40
Chapter Summary ......................................................................................................... 42
Chapter 4: Findings ........................................................................................................... 43
Results of the Analysis and Synthesis ........................................................................... 43
Product and Food Labeling ........................................................................................... 44
Product Testing ............................................................................................................. 46
Pesticide Use ................................................................................................................. 49
Chapter Summary ......................................................................................................... 51
Chapter 5: Conclusions and Implications ......................................................................... 52
Review of the Research ................................................................................................ 52
Answer to the Research Question ................................................................................. 53
Finding 1 from Chapter 4: Product/Food Labeling-Mislabeling Product Due to Incongruent State and Federal Laws ......................................................................................... 53
Overview of the finding. ........................................................................................... 53
Specific management actions. ................................................................................... 54
Finding 2 from Chapter 4: Product Testing-Inconsistent Product Testing Practices .... 55
Overview of the finding. ........................................................................................... 55 10
Specific management actions. ................................................................................... 57
Finding 3 from Chapter 4: Pesticide Use-Deficient Pesticide Use Requirements ........ 58
Overview of the finding. ........................................................................................... 58
Specific management actions. ................................................................................... 59
Limitations of the Study and Areas for Future Research .............................................. 59
Limitations of the study. ........................................................................................... 59
Areas for future research. .......................................................................................... 60
Final Summary and Conclusion .................................................................................... 60
References ......................................................................................................................... 62
Appendix A ....................................................................................................................... 72
Appendix B ....................................................................................................................... 73
Appendix C ....................................................................................................................... 77
Appendix D ....................................................................................................................... 78
11
List of Tables
Table 1 Search Strings and Database Results................................................................... 33
Table 2 The TAPUPAS Dimensions and Definitions ......................................................... 36
Table 3 Quality Appraisal Rating Scheme ........................................................................ 39
12
List of Figures
Figure 1. Cannabis Sativa Supply Chain. ......................................................................... 16
Figure 2. Forward, Backward, Balanced Integration. ....................................................... 20
Figure 3. Primary Elements of Total Quality Management (TQM). ................................ 26
Figure 4. TQM Vertically Integrated Risk-based Conceptual framework model. ............ 28
Figure 5. First Run Coding. .............................................................................................. 40
Figure 6. Codes and Themes Word Cloud. ....................................................................... 41
Figure 7. Third Run Coding Hierarchy Chart. .................................................................. 41
Figure 8. Third Run Themes Node Matrix. ...................................................................... 43
13
Chapter 1: Introduction and Overview of the Management Problem
Background and Overview
Economic strategists are predicting that the multibillion-dollar cannabis industry is expected to reach 22 billion dollars in sales by 2020 (Kang, O’Leary, & Miller, 2016). With the District of Columbia (D.C.) and 33 states sanctioning medicinal and therapeutic use, and ten states and D.C. authorizing recreational cannabis consumption, businesses have emerged to form an industry that is forecasted to exceed growth in traditional manufacturing jobs over the next few years (Kang et al., 2016). This expansion is due in part to the legalization of industrial hemp. With the passage of the Agricultural Improvement Act of 2018, also known as the 2018 Farm Bill, which removed hemp and hemp seeds from the Drug Enforcement Administration’s (DEA) schedule of controlled substances, growers, manufacturers, and distributors/brand owners are clamoring to embrace and carve out a viable path in the industrial hemp industry. Currently, 47 states, at minimum, have endorsed legislation to establish hemp production programs or cultivation research to take advantage of the potential growth opportunity (Bridges & DuBois, 2020). Sustaining growth to ensure long-term viability requires the integration of strategic alliances between growers, manufacturers, and distributors/brand owners along with subject matter experts and robust demand for goods and services offered (Llopis, 2015). Additionally, sustainment necessitates a scheme of obtaining quality through identifying and controlling supply chain risks (Llopis, 2015). Organizations often underestimate the interconnection between these key growth components, especially in emerging markets where risk is overshadowed by the rush to capitalize on the opportunity. In the United States (U.S.), industrial hemp has created such an emerging market. 14
Growth within the hemp industry and its potentially positive economic impact on local and state communities are not without challenge, as shifting rules and dispelling past social stigmas related to its usage continues. Industrial hemp or hemp is classified as cannabis sativa L., also known as cannabis sativa or cannabis, with less than .3% total Delta-9-Tetrahydrocannabinol (THC) dry weight, and cannabis sativa with more than .3% total THC dry weight is classified as marijuana. Total THC consists of THC acid (THCA), which is a non-psychoactive component within cannabis, and THC, the psychoactive element within cannabis. Cannabis sativa L., named by Carl Linnaeus (the “L” indicates Linnaeus), was historically part of the American agricultural industry from the early 1600s during the colonial period (Franciosi, n.d.; Herer & Carbaga, 2010). However, public concern and negative propaganda towards cannabis use rose as societal ails related to U.S. border immigration, crime, and mental illness became associated with marijuana (Bridgeman & Abazia, 2017). Although industrial hemp lacked the psychoactive component that causes a high, hemp, along with marijuana, became prohibitive with the passage of the Marihuana Tax Law of 1937. Cannabis sativa’s public acceptance continued to plummet, and by 1970 the federal War on Drugs campaign promoted marijuana as having no medicinal use and prompted its codification as a federally illegal Schedule I substance under the U.S. Controlled Substances Act of 1970 (CSA). As mentioned, industrial hemp was grouped with marijuana, thereby causing hemp and hemp farming to become illegal with the enactment of the Controlled Substances Act (CSA), Title II of the Comprehensive Drug Abuse Prevention and Control Act of 1970. However, the movement toward legalizing cannabis sativa in the U.S. gained traction as a result of the acquired immune deficiency syndrome (AIDS) epidemic, and by 1996 California passed Proposition 215: The Compassionate Care Act, legalizing cannabis for medicinal purposes at the state level. 15
Regarding hemp, efforts were made to differentiate marijuana from hemp due to high demand for cannabidiol (CBD) and in 2013 Colorado, through Amendment 64 distinguished cannabis: marijuana from cannabis: industrial hemp (CO Const. art. 18 § 16, 2012). With a massive push from farmers, politicians, and other hemp advocates, the President, in Dece
The underexploited frontier of business intelligence: Leveraging academic research evidence for management decision-making
No full textThis systematic review explores factors that influence practitioner use of academic research evidence in management decision-making. Academic research utilization is likely to improve organizational outcomes, but it is often the least used source of evidence in management decision-making. This review provides recommendations for management practitioners to facilitate the organizational adoption of evidence-informed decision-making (EIDM). A theory of change for EIDM adoption is proposed, based on implementation science and theories of innovation, behavior, culture, and change management. Ten findings of high and moderate confidence levels emerged from a thematic synthesis of 29 critically appraised studies. Based on these findings, major factors that influence EIDM uptake by management practitioners include research-practice alignment and engagement, practitioner purpose behind evidence utilization, use of knowledge brokers, leader and peer support, organizational learning culture, time management, organizational structure, resources, and practitioner research skills. Five recommendations for practice are proposed: (1)introduce EIDM to the organization, (2)promote a learning culture, (3)develop the organizational structure and resources, (4)provide research engagement experiences, and (5)facilitate dissemination and demonstration of evidence. Additionally, a capability maturity model is proposed to help practitioners diagnose organizational readiness for EIDM implementation and prescribe actions to facilitate adoption.This dissertation strengthens the evidence base for evidence-based management (EBMgt)and fills knowledge gaps about the process of using scientific research in management practice. This study clarifies the relationships between barriers and facilitators to evidence use, the decision-making environment, and strategies for implementing EIDM.Scholars are encouraged to bridge the research-practice gap by publishing research that is more accessible and relevant to management practitioners, cultivating relationships with practitioners, and teaching EBMgt to management students. Researchers are invited to further develop this research by conducting effect studies of the factors that influence EIDM uptake and refining the proposed maturity model.THE UNDEREXPLOITED FRONTIER OF BUSINESS INTELLIGENCE i
ABSTRACT
Title of Dissertation: THE UNDEREXPLOITED FRONTIER OF
BUSINESS INTELLIGENCE: LEVERAGING
ACADEMIC RESEARCH EVIDENCE FOR
MANAGEMENT DECISION-MAKING
Juan C. Cruz,
Doctor of Business Administration, 2020
This systematic review explores factors that influence practitioner use of academic research
evidence in management decision-making. Academic research utilization is likely to improve
organizational outcomes, but it is often the least used source of evidence in management decision-making.
This review provides recommendations for management practitioners to facilitate the organizational
adoption of evidence-informed decision-making (EIDM). A theory of change for EIDM adoption is
proposed, based on implementation science and theories of innovation, behavior, culture, and change
management. Ten findings of high and moderate confidence levels emerged from a thematic synthesis of
29 critically appraised studies. Based on these findings, major factors that influence EIDM uptake by
management practitioners include research-practice alignment and engagement, practitioner purpose
behind evidence utilization, use of knowledge brokers, leader and peer support, organizational learning
culture, time management, organizational structure, resources, and practitioner research skills. Five
recommendations for practice are proposed: (1) introduce EIDM to the organization, (2) promote a
learning culture, (3) develop the organizational structure and resources, (4) provide research engagement
experiences, and (5) facilitate dissemination and demonstration of evidence. Additionally, a capability
maturity model is proposed to help practitioners diagnose organizational readiness for EIDM
implementation and prescribe actions to facilitate adoption. This dissertation strengthens the evidence
base for evidence-based management (EBMgt) and fills knowledge gaps about the process of using
THE UNDEREXPLOITED FRONTIER OF BUSINESS INTELLIGENCE ii
scientific research in management practice. This study clarifies the relationships between barriers and
facilitators to evidence use, the decision-making environment, and strategies for implementing EIDM.
Scholars are encouraged to bridge the research-practice gap by publishing research that is more accessible
and relevant to management practitioners, cultivating relationships with practitioners, and teaching
EBMgt to management students. Researchers are invited to further develop this research by conducting
effect studies of the factors that influence EIDM uptake and refining the proposed maturity model.
Keywords: evidence-based management, evidence-informed decision-making, implementation
science, management practitioners, maturity model, research utilization, systematic review.
THE UNDEREXPLOITED FRONTIER OF BUSINESS INTELLIGENCE iii
THE UNDEREXPLOITED FRONTIER OF BUSINESS INTELLIGENCE: LEVERAGING
ACADEMIC RESEARCH EVIDENCE FOR MANAGEMENT DECISION-MAKING
By
Juan Carlos Cruz
Dissertation submitted to the School of Business,
University of Maryland Global Campus, in partial fulfillment
of the requirements for the degree of
Doctor of Business Administration
2020
THE UNDEREXPLOITED FRONTIER OF BUSINESS INTELLIGENCE iv
© Copyright by
Juan Carlos Cruz
2020
THE UNDEREXPLOITED FRONTIER OF BUSINESS INTELLIGENCE v
Dedication
I would like to dedicate this dissertation to my wife Brenir and my children Breanne, Brigette,
and Julian. I am grateful for their support, patience, and love as I worked through my doctoral studies and
dissertation. My wife was especially supportive in helping me think through ideas for this dissertation and
in caring for our family’s needs while I was studying. I am deeply appreciative of the sacrifices my family
made to make it possible for me to complete this doctoral journey. It would have been very difficult to
complete this dissertation without their support.
THE UNDEREXPLOITED FRONTIER OF BUSINESS INTELLIGENCE vi
Acknowledgements
I would like to acknowledge several individuals for their support and guidance throughout this
dissertation. First, I am grateful to my dissertation advisor Dr. John Sherlock for being my coach and
mentor and for challenging me to consistently improve and think outside the box. I thank my dissertation
second reader Dr. Deborah Wharff for her thoughtful questions and feedback that helped guide this work.
I appreciate the support of Marina Caminis, the Academic Program Coordinator for the Department of
Business Administration, who works tirelessly behind the scenes to make sure the Doctor of Business
Administration (DBA) program runs smoothly. I also appreciate the support of Dr. Bryan Booth, Vice
President and Dean of the UMGC School of Business, for his leadership in the DBA program. I thank
Cynthia Thomes, the research librarian for the DBA program, for her guidance in my evidence search
efforts. I am grateful to my management practitioner subject matter experts, Luis Cruz, Luis Camara
Manoel, and Paul Frost, for helping me keep my research relevant to business decision-makers. I am also
grateful to my scholarly subject matter experts, Dr. Eric Barends, Dr. Justin Blaney, Dr. Lee Boam, Dr.
Kuan Collins, Dr. Camelia Fawzy, and Dr. Denise Rousseau, for helping me think through theoretical
concepts, pointing me to relevant research, and helping me strengthen the rigor and transparency of my
methodology. I am thankful to my friend and colleague, the future Dr. Patricia LePage for proof-reading
my dissertation and providing thoughtful feedback. I could not have completed this doctoral program
without the support of my DBA cohort, a wonderful team of colleagues and friends with whom I am
proud to have shared this journey. Finally, I am grateful to my friend and mentor Jorge Alvarado who
inspired and encouraged me to start and complete this doctoral journey.
THE UNDEREXPLOITED FRONTIER OF BUSINESS INTELLIGENCE vii
Contents
Abstract .......................................................................................................................................................... i
Title Page .................................................................................................................................................... iii
Dedication ..................................................................................................................................................... v
Acknowledgements ...................................................................................................................................... vi
List of Tables ............................................................................................................................................... xi
List of Figures .............................................................................................................................................xii
List of Abbreviations ................................................................................................................................ xiii
Chapter 1: Introduction and Overview of the Management Problem ............................................................ 1
Background and Overview ........................................................................................................................ 1
Problem Statement and Significance of the Problem ................................................................................ 3
Purpose of the Study and The Research Question ..................................................................................... 5
Rationale for the Study .............................................................................................................................. 6
Discussion of Concepts .............................................................................................................................. 7
Definitions and Terminology ..................................................................................................................... 9
Chapter Summary ................................................................................................................................... 10
Organization of the Dissertation .............................................................................................................. 11
Chapter 2: Scoping Literature Review and Theoretical Frame ................................................................... 12
Literature Landscape............................................................................................................................... 12
Implementation Science....................................................................................................................... 13
Innovation Diffusion ............................................................................................................................ 15
Behavioral Science .............................................................................................................................. 16
Organizational Culture........................................................................................................................ 18
Organizational Change Management .................................................................................................. 21
Theoretical Framework ............................................................................................................................ 24
Theory of Change ............................................................................................................................... 24
THE UNDEREXPLOITED FRONTIER OF BUSINESS INTELLIGENCE viii
Capability Maturity Model .................................................................................................................. 26
Chapter Summary ................................................................................................................................... 27
Chapter 3: Method ...................................................................................................................................... 28
The Evidence-Based Research Framework ............................................................................................. 28
Barends and Rousseau’s (2018) Six As of EBMgt .............................................................................. 29
Systematic Reviews ................................................................................................................................ 31
Systematic Review Process ..................................................................................................................... 32
Review Initiation ................................................................................................................................ 34
Search Strategy ................................................................................................................................... 36
Quality Appraisal of the Included Studies ........................................................................................... 41
Analysis and Synthesis ........................................................................................................................ 44
Conclusions and Implications .............................................................................................................. 49
Chapter Summary ................................................................................................................................... 50
Chapter 4: Analysis and Findings ................................................................................................................ 52
Description of the Data Set ...................................................................................................................... 52
Results of the Quality Appraisal of the Data Set ..................................................................................... 66
Results of the Analysis of the Articles in the Data Set ............................................................................ 70
Findings and Discussion .......................................................................................................................... 75
1. Practitioner Perceptions of Misalignment Between Academic Research Evidence and
Management Context Impeded EIDM (High Confidence) ................................................................. 78
2. Having a Purpose for Practitioner Use of Academic Research Evidence Facilitated EIDM
(Moderate Confidence) ........................................................................................................................ 79
3. Practitioner Engagement with Research and Researchers Facilitated EIDM (Moderate Confidence)
............................................................................................................................................................ 82
4. Practitioner Use of Knowledge Brokers Facilitated EIDM (High Confidence) .............................. 83
5. Practitioner Adoption of EIDM Depended on Leader Support (Moderate Confidence) ................ 85
THE UNDEREXPLOITED FRONTIER OF BUSINESS INTELLIGENCE ix
6. Practitioner Adoption of EIDM Depended on Social Support and Norms (Moderate Confidence)
............................................................................................................................................................ 86
7. A Strong Performance Culture Impeded EIDM, while a Learning Culture Facilitated EIDM
(Moderate Confidence) ........................................................................................................................ 88
8. Time Pressures on Practitioners Impeded EIDM (High Confidence) ............................................. 90
9. Having the Resources and Organizational Structure for Academic Research Utilization Facilitated
EIDM (High Confidence) .................................................................................................................... 91
10. Practitioner Skills, Knowledge, and Experience Associated with Research Facilitated EIDM
Capability (Moderate Confidence) ...................................................................................................... 94
Summary of Findings.............................................................................................................................. 97
Revised Conceptual Model/Framework .................................................................................................. 97
Chapter Summary ................................................................................................................................... 98
Chapter 5: Conclusions and Implications .................................................................................................. 100
Review of the Research ......................................................................................................................... 100
Answer to the Research Question .......................................................................................................... 102
Management Implications and Recommendations ................................................................................ 104
Recommendations............................................................................................................................. 104
An EIDM Capability Maturity Model ............................................................................................... 110
Feedback from Subject Matter Experts ............................................................................................. 112
Limitations of the Study ........................................................................................................................ 114
Implications for Scholars ....................................................................................................................... 115
Areas for Future Research ................................................................................................................. 117
Final Summary and Conclusion ............................................................................................................. 118
References ................................................................................................................................................. 119
Appendix A. List of Databases Searched .................................................................................................. 133
Appendix B. Data Extraction Tables ......................................................................................................... 135
THE UNDEREXPLOITED FRONTIER OF BUSINESS INTELLIGENCE x
Appendix C. Quality Appraisal Rubric ..................................................................................................... 153
Appendix D. Excluded Studies with Reasons ........................................................................................... 158
Appendix E. CERQual Qualitative Evidence Profiles .............................................................................. 169
Appendix F. EIDM Capability Maturity Model Summary ....................................................................... 179
Appendix G. Detailed Description and Recommendations for EIDM Capability Maturity Model .......... 181
THE UNDEREXPLOITED FRONTIER OF BUSINESS INTELLIGENCE xi
List of Tables
Table 1. Conceptual Models of Research Utilization .................................................................................. 13
Table 2. Association Between PICOC Elements and Search Terms ........................................................... 38
Table 3. Search Terms Considered but Not Used ........................................................................................ 38
Table 4. Search Strings Used ....................................................................................................................... 39
Table 5. Sample of Quality Appraisal Rubric ............................................................................................. 44
Table 6. Definitions of the CERQual Components ..................................................................................... 47
Table 7. Definitions of the CERQual Confidence Levels ........................................................................... 48
Table 8. Frequency of Research Designs and Included Outcome Measures ............................................... 55
Table 9. Frequency of Disciplines and Sample Compositions .................................................................... 55
Table 10. Studies Excluded with Reasons ................................................................................................... 56
Table 11. Abbreviated Data Extraction Table ............................................................................................. 57
Table 12. Weight of Evidence (WoE) Quality Appraisal ............................................................................ 67
Table 13. Individual Factor Codes with Number of Studies that Cited Them as Barriers, Facilitators, or
Insignificant/Insufficient Evidence .............................................................................................................. 72
Table 14. Organizational Factor Codes with Number of Studies that Cited Them
Exploring the Bullwhip Effect in supply chain management: Identifying constraints and unblockin bottlenecks with data analytics
No full textaTitle of Dissertation:EXPLORING THE BULLWHIP EFFECT IN SUPPLY CHAIN MANAGEMENT: IDENTIFYING CONSTRAINTS AND UNBLOCKING BOTTLENECKS WITH DATA ANALYTICS Michael T. Harrison, Jr.Doctor of Business Administration, 2020The bullwhip effect (BWE) is a common phenomenon that occurs in all supply chain organizations. It refers to amplified inventory volatility caused by shifts in consumer demand. The BWE leads to increased inventory costs, lower customer service levels, and decreased profitability for organizations. Although scholars have researched the causes, consequences, quantification methods, prevention measures, and performance metrics of the BWE,there has not been evidence-based management (EBM) research conducted toprovide practitioners with actionable steps to address the phenomenon withthedata analyticscontinuum.Thus, the purpose of this dissertation is to identify the leading BWE causes, determine BWE mitigation antecedents, organize bullwhip data analytic preventionmeasures(DAPM)along the analytics continuum, and explore the impact of bullwhipDAPMon organizational performance. To guide the aforementioned goals, the following research question was developed: How do bullwhip DAPM influence the performance of supply chain organizations? This research question was explored using the systematic review process. The systematic review included 50 articles selected from ABI/INFORM Collection, UMGC OneSearch, snowballing, and pearling. A thematic synthesis was conducted on the 50 articles to determine results. Findings showed that the data analytics continuum can be utilized to control BWE mitigation. Additionally, bullwhip DAPMs can create competitive advantages and increase all facets of organizational performance. Several recommendations are offered for practitioners to implement data analytics in organizations that exhibit the BWE.a
Title of Dissertation: EXPLORING THE BULLWHIP EFFECT IN
SUPPLY CHAIN MANAGEMENT:
IDENTIFYING CONSTRAINTS AND
UNBLOCKING BOTTLENECKS WITH
DATA ANALYTICS
Michael T. Harrison, Jr.
Doctor of Business Administration, 2020
The bullwhip effect (BWE) is a common phenomenon that occurs in all supply chain
organizations. It refers to amplified inventory volatility caused by shifts in consumer demand.
The BWE leads to increased inventory costs, lower customer service levels, and decreased
profitability for organizations. Although scholars have researched the causes, consequences,
quantification methods, prevention measures, and performance metrics of the BWE, there has
not been evidence-based management (EBM) research conducted to provide practitioners with
actionable steps to address the phenomenon with the data analytics continuum. Thus, the purpose
of this dissertation is to identify the leading BWE causes, determine BWE mitigation
antecedents, organize bullwhip data analytic prevention measures (DAPM) along the analytics
continuum, and explore the impact of bullwhip DAPM on organizational performance. To guide
the aforementioned goals, the following research question was developed: How do bullwhip
DAPM influence the performance of supply chain organizations? This research question was
explored using the systematic review process. The systematic review included 50 articles
selected from ABI/INFORM Collection, UMGC OneSearch, snowballing, and pearling. A
thematic synthesis was conducted on the 50 articles to determine results. Findings showed that
the data analytics continuum can be utilized to control BWE mitigation. Additionally, bullwhip
b
DAPMs can create competitive advantages and increase all facets of organizational performance.
Several recommendations are offered for practitioners to implement data analytics in
organizations that exhibit the BWE.
Keywords: Bullwhip effect, data analytics, supply chain management, organizational
performance, competitive advantage
c
EXPLORING THE BULLWHIP EFFECT IN SUPPLY CHAIN MANAGEMENT:
IDENTIFYING CONSTRAINTS AND UNBLOCKING BOTTLENECKS WITH DATA
ANALYTICS
By
Michael T. Harrison Jr.
Dissertation submitted to the Faculty of the Graduate School of the
University of Maryland Global Campus, in partial fulfillment
of the requirements for the degree of
Doctor of Business Administration
2020
d
© Copyright by
[Michael T. Harrison, Jr.]
2020
e
Table of Contents
Chapter 1: Introduction and Overview of Management Problem ................................................... 1
Background and Overview ......................................................................................................... 2
Common Bullwhip Effect Causes ........................................................................................... 3
Bullwhip Effect Consequences ................................................................................................... 4
Countermeasures ......................................................................................................................... 5
Countermeasures for Demand Signal Forecasting .................................................................. 5
Countermeasures for Rationing and Shortage Gaming .......................................................... 7
Countermeasures for Order Batching ..................................................................................... 8
Countermeasures for Price Variations .................................................................................... 8
The Coronavirus Pandemic ..................................................................................................... 9
Problem Statement .................................................................................................................... 10
Purpose Statement ................................................................................................................. 10
Research Question .................................................................................................................... 10
Research Question 1 ............................................................................................................. 13
Research Question 1A ........................................................................................................... 13
Research Question 1B ........................................................................................................... 13
Rationale for Study ................................................................................................................... 14
Organization of Dissertation ..................................................................................................... 14
Chapter 2: Scoping Literature Review and Theoretical Frame .................................................... 16
The Literature Landscape: Exploring the BWE ........................................................................ 16
Notable BWE Causes ............................................................................................................ 17
Consequences of the Bullwhip Effect ................................................................................... 20
Supply Chain Policies ........................................................................................................... 22
Bullwhip Effect Metrics ........................................................................................................ 23
Notable Theories, Methods, and Modeling Techniques used to Counter the Bullwhip Effect
.............................................................................................................................................. 25
Bullwhip Effect Mitigating Factors ...................................................................................... 27
Gaps in Literature ..................................................................................................................... 29
Data Analytics and the Continuum ....................................................................................... 29
Big Data Analytics ................................................................................................................ 35
Theoretical Frameworks ........................................................................................................... 36
Theoretical Framework 1: Theory of Constraints ................................................................. 36
Theoretical Framework 2: Absorptive Capacity ................................................................... 39
Theoretical Framework 3: Stakeholder Theory – The Balanced Scorecard and
Organizational Sustainable Performance Index .................................................................... 42
Value of Undertaking a Systematic Review ............................................................................. 44
Chapter Summary ..................................................................................................................... 45
Chapter 3: Method ........................................................................................................................ 47
The Evidence-Based Research Framework .............................................................................. 47
Systematic Review .................................................................................................................... 47
Stage One: Clarifying the Management Problem and Question ........................................... 49
Stage Two: Finding Studies within the Scope ...................................................................... 51
Stage Three: Describing in terms of a Conceptual Framework ............................................ 54
Stage Four: Synthesizing using a Conceptual Framework ................................................... 60
Stage Five: Critical Appraisal ............................................................................................... 62
f
Stage Six: Making use of the Evidence .................................................................................... 63
The GRADE Framework ...................................................................................................... 63
Chapter Summary ..................................................................................................................... 64
Chapter 4: Analysis and Findings ................................................................................................. 65
Review of Research Questions ................................................................................................. 65
Description of Included Data .................................................................................................... 65
Screening .................................................................................................................................. 66
Included .................................................................................................................................... 66
Eligibility ................................................................................................................................. 66
Identification ............................................................................................................................. 66
Characteristics of Included Studies ....................................................................................... 66
Results of Quality Appraisals ............................................................................................... 71
Methods of Included Studies ................................................................................................ 73
Results of the Thematic Synthesis ............................................................................................ 74
Descriptive Themes .................................................................................................................. 74
Theme 1: The Main Bullwhip Effect Causes ........................................................................ 75
Theme 2: Bullwhip Effect Mitigation Levers ....................................................................... 81
Analytical Themes .................................................................................................................... 87
Theme 1: Controlling the Bullwhip Effect with the Data Analytics Continuum ................. 87
Theme 2: Creative Competitive Advantages with Data Analytics ..................................... 107
Theme 3: Increasing Organizational Performance with Data Analytics ............................ 108
Bullwhip data analytic prevention measures can positively influence financial, customers
and market, learning and development, internal process, social, and environmental
performance. ....................................................................................................................... 108
Chapter Summary ................................................................................................................... 115
Chapter 5: Conclusions and Implications ................................................................................... 116
Review of the Research .......................................................................................................... 116
Answer to the Research Questions ......................................................................................... 116
Descriptive Themes ............................................................................................................ 116
Analytical Themes .............................................................................................................. 116
Adjusted Conceptual Framework ....................................................................................... 117
Management Implication: Controlling Bullwhip Effect Levers with the Data Analytics
Continuum .............................................................................................................................. 119
Demand ............................................................................................................................... 119
Inventory ............................................................................................................................. 122
Lead Time ........................................................................................................................... 124
Orders ................................................................................................................................. 124
Manufacturing and Production ........................................................................................... 125
Price ................................................................................................................................... 126
Sales ................................................................................................................................... 127
Information Sharing ............................................................................................................ 128
Management Implication: Utilizing Bullwhip Data Analytic Prevention Measures to Create
Competitive Advantages ......................................................................................................... 128
Flexibility ............................................................................................................................ 128
Innovation ........................................................................................................................... 129
g
Management Implication: Utilizing Bullwhip Data Analytic Prevention Measures to Increase
Organizational Performance ................................................................................................... 130
Financial Performance ........................................................................................................ 130
Customers and Market Performance ................................................................................... 131
Internal Process Performance ............................................................................................. 132
Learning and Development Performance ........................................................................... 132
Social Performance ............................................................................................................. 133
Environmental Performance ............................................................................................... 133
Recommendations for Action ................................................................................................. 134
Limitations of the Study .......................................................................................................... 135
Areas for Future Research ...................................................................................................... 136
Final Summary and Conclusion .............................................................................................. 137
References .................................................................................................................................. 139
Appendix A: Search Strategy ...................................................................................................... 157
Screening ................................................................................................................................ 161
Included .................................................................................................................................. 161
Eligibility ............................................................................................................................... 161
Identification ........................................................................................................................... 161
Appendix B: Major Codes ...................................................................................................... 169
Appendix C: Critical Appraisals ............................................................................................. 171
Appendix D: Findings ............................................................................................................. 175
Equations ................................................................................................................................ 175
Bullwhip Effect Metric (Order Rate Variance Ratio) ......................................................... 175
Inventory Variance Ratio .................................................................................................... 175
Net Stock Amplification ..................................................................................................... 175
Work in Progress Variance Ratio ....................................................................................... 175
Average Inventory Metric ................................................................................................... 176
Zero-Replenishment ............................................................................................................ 176
Fill-Rate .............................................................................................................................. 176
Backlog ............................................................................................................................... 176
Bullwhip Slope ................................................................................................................... 177
Inventory Instability Slope .................................................................................................. 177
Work in Progress Instability Slope ..................................................................................... 177
Sales ................................................................................................................................... 177
Lost Sales ............................................................................................................................ 178
Gross Margin ...................................................................................................................... 178
Bullwhip Effect Metric (Sales Variance Ratio) .................................................................. 178
Demand Conditionals .......................................................................................................... 178
Inventory Conditionals ........................................................................................................ 178
Lead Time Conditionals ...................................................................................................... 178
Bullwhip Effect Conditionals ............................................................................................. 179
Mean Squared Error ............................................................................................................ 179
Minimum Mean Squared Error ........................................................................................... 179
Mean Absolute Percentage Error ........................................................................................ 179
Exponential Smoothing ....................................................................................................... 179
Root Mean Squared Error ................................................................................................... 180
h
Moving Average ................................................................................................................. 180
Seasonal Autoregressive Integrated Moving Ave
How organizations leverage collaborative technology for knowledge management: A systematic review
No full textOrganizations can lose knowledge as fast as they can create it. Retiring Baby Boomers, job-hopping Millennials and out-of-date communication and collaboration practices contribute to organizational knowledge loss. This knowledge loss costs organizations billions of dollars for re-learning and for hiring, onboarding and training new employees. Knowledge management strategies foster knowledge retention and are critical to facilitating innovation.Knowledge management can be enhanced using collaborative technologies such as enterprise wikis, instant messaging, collaborative writing, project management, blockchain and semantic web technologies powered by artificial intelligence. Through a systematic review and synthesis of 46 critically appraised studies that span global contexts and sectors, this dissertation informs scholars and practitioners by providing evidence and recommendations to global organizations looking to implement, adopt or utilize collaborative technologies to retain knowledge, prevent knowledge loss or establish and strengthen an organizational culture that fosters knowledge management.Through thematic synthesis and qualitative analysis of inductive codes across scholarly articles, this research highlightsaspects of affordances (access to knowledge, knowledge sharing across organizational boundaries, searchability) and organizational culture(knowledge sharing culture, transparency, the role of management) as keys to strategically leverage collaborative technologies for knowledge management. Organizations can retain their knowledge and build innovative capacity by systematically adopting and implementing collaborative technologies. By fostering transparency and knowledge sharing across boundaries, encouraging managers and leaders to promote a collaborative and transparent culture, and prioritizing the continued use of these technologies, organizations can maximize their knowledge management outcomes.HOW ORGS LEVERAGE COLLABORATIVE TECH FOR KNOWLEDGE MGMT i
Abstract
Title of Dissertation:
HOW ORGANIZATIONS LEVERAGE COLLABORATIVE TECHNOLOGY FOR KNOWLEDGE MANAGEMENT: A SYSTEMATIC REVIEW
Clark Shah-Nelson,
Doctor of Business Administration, 2020
Organizations can lose knowledge as fast as they can create it. Retiring Baby Boomers, job-hopping Millennials and out-of-date communication and collaboration practices contribute to organizational knowledge loss. This knowledge loss costs organizations billions of dollars for re-learning and for hiring, onboarding and training new employees. Knowledge management strategies foster knowledge retention and are critical to facilitating innovation. Knowledge management can be enhanced using collaborative technologies such as enterprise wikis, instant messaging, collaborative writing, project management, blockchain and semantic web technologies powered by artificial intelligence. Through a systematic review and synthesis of 46 critically appraised studies that span global contexts and sectors, this dissertation informs HOW ORGS LEVERAGE COLLABORATIVE TECH FOR KNOWLEDGE MGMT ii
scholars and practitioners by providing evidence and recommendations to global organizations looking to implement, adopt or utilize collaborative technologies to retain knowledge, prevent knowledge loss or establish and strengthen an organizational culture that fosters knowledge management. Through thematic synthesis and qualitative analysis of inductive codes across scholarly articles, this research highlights aspects of affordances (access to knowledge, knowledge sharing across organizational boundaries, searchability) and organizational culture (knowledge sharing culture, transparency, the role of management) as keys to strategically leverage collaborative technologies for knowledge management. Organizations can retain their knowledge and build innovative capacity by systematically adopting and implementing collaborative technologies. By fostering transparency and knowledge sharing across boundaries, encouraging managers and leaders to promote a collaborative and transparent culture, and prioritizing the continued use of these technologies, organizations can maximize their knowledge management outcomes.
Keywords: knowledge management, knowledge retention, collaborative technologies HOW ORGS LEVERAGE COLLABORATIVE TECH FOR KNOWLEDGE MGMT iii
HOW ORGANIZATIONS LEVERAGE COLLABORATIVE TECHNOLOGIES FOR KNOWLEDGE MANAGEMENT: A SYSTEMATIC REVIEW
By
Clark Shah-Nelson
Dissertation submitted to the School of Business,
University of Maryland Global Campus, in partial fulfillment
of the requirements for the degree of
Doctor of Business Administration
2020
HOW ORGS LEVERAGE COLLABORATIVE TECH FOR KNOWLEDGE MGMT iv
© Copyright 2020 by Clark Shah-Nelson ,
licensed under CC-BY
This work is licensed under a Creative Commons Attribution 4.0 International License
HOW ORGS LEVERAGE COLLABORATIVE TECH FOR KNOWLEDGE MGMT
v
Preface
“An investment in knowledge always pays the best interest.” ― Benjamin Franklin
“Knowledge is a treasure, but practice is the key to it.” ― Lao Tzu
“The advancement and diffusion of knowledge is the only guardian of true liberty.” ― James Madison
“Share your knowledge. It is a way to achieve immortality.” ― Dalai Lama XIV
HOW ORGS LEVERAGE COLLABORATIVE TECH FOR KNOWLEDGE MGMT
vi
Dedication
I dedicate this dissertation to my father, Orin Lee Nelson, the first and primary administrator in my life. Through his work as a nursing home administrator and service as an elected town council member, he amply demonstrated how one can lead, support and care for an organization and a community. He passed away before I could finish this program and he could call me Doctor, but I know he would have been proud to see the fruition of this doctorate degree. HOW ORGS LEVERAGE COLLABORATIVE TECH FOR KNOWLEDGE MGMT
vii
Acknowledgements
My deepest gratitude goes out to the many people who supported, helped, cheered, and jostled me through this process and without whom this dissertation would not exist. First and foremost I thank my family, Seema, Rishi and Amaal, for tolerating my absence, picking up extra domestic work, carving out time for me to do this work, inquiring about it, and cheering me on, and Ling Ling, the world’s best comfort Shih Tsu. I also thank my mom, Marjorie Nelson, for always encouraging me to pursue education, travel, music and other interests and inspiring me with her grit and pursuit of knowledge. I thank brother Dave and sister Nancy for support and sharing my work with friends and family. I’m grateful to the Shah family, Hasmukh and Hansa, Mark and the Bulmers for all the support and encouragement. Sonia Shah gets special thanks for editing. I am thankful and lucky to have a professional writer in the family!
Next I thank my dissertation advisor and mentor, Dr. Denise Breckon, who always knew just the right thing, paper, link, encouragement, or advice I needed and for her thorough reading, revision suggestions and keen eye. And I thank Dr. Marcia Bouchard for her incredibly helpful review and advice. I also thank all of the faculty I had the pleasure to work with at UMGC, Dr. SchuyLer Jarrow, Dr. Laura Witz, Dr. Justin Blaney and Dr. Kuan Collins (who also served on the defense committee). To the World’s Greatest Cohort: Bravo and thank you! Your friendship, support and encouragement mean everything and helped sustain me through this entire program. I thank the amazing UMGC librarian, Cynthia Thomes and coordinator extraordinaire, Marina Caminis, and I thank Dr. Leslie Dinauer for her support and leadership. I acknowledge the generosity and helpfulness of Subject Matter Expert, Dr. Jay Liebowitz for all the time, effort, and direction he provided along the way. HOW ORGS LEVERAGE COLLABORATIVE TECH FOR KNOWLEDGE MGMT
viii
To all my colleagues at the University of Maryland School of Social Work, who inquired and gave me inspiration, former colleagues at John Hopkins Bloomberg School of Public Health and State University of New York at Delhi, who let me experiment and really start along this path of administration and management, thank you! I also thank the #SquadGoalsNetwork colleagues and Online Learning Consortium family for inspiration. Finally, to colleagues Phylise Banner and Patrick Masson, who provided letters of support and recommendation to enter this program, I extend a hearty Thank You!
HOW ORGS LEVERAGE COLLABORATIVE TECH FOR KNOWLEDGE MGMT
ix
Table of Contents
Abstract ........................................................................................................................................... i
HOW ORGANIZATIONS LEVERAGE COLLABORATIVE TECHNOLOGIES FOR KNOWLEDGE MANAGEMENT: A SYSTEMATIC REVIEW ............................................... iii
Preface............................................................................................................................................ v
Dedication ..................................................................................................................................... vi
Acknowledgements ....................................................................................................................... vii
Table of Contents ........................................................................................................................... ix
List of Tables ............................................................................................................................... xiii
List of Figures .............................................................................................................................. xiv
Chapter 1: Introduction and Overview of the Management Problem ............................................. 1
Problem Statement ................................................................................................................... 2
Potential Antidotes .................................................................................................................. 4
Purpose of the Study and The Research Question ...................................................................... 6
Significance for Management .................................................................................................. 7
Scope and Limitations ............................................................................................................. 8
The Research Question ............................................................................................................ 8
Definitions and Terminology ...................................................................................................... 9
Chapter Summary ...................................................................................................................... 11
Organization of the Dissertation ............................................................................................... 12 HOW ORGS LEVERAGE COLLABORATIVE TECH FOR KNOWLEDGE MGMT
x
Chapter 2: Scoping Literature Review and Theoretical Frame .................................................... 13
The Literature Landscape .......................................................................................................... 13
Data Versus Information Versus Knowledge ........................................................................ 13
Dimensions of Knowledge: Theoretical Underpinnings ....................................................... 14
Collaborative Technologies ................................................................................................... 22
Affordances ........................................................................................................................... 27
Literature Interpretive Model/Conceptual Model ..................................................................... 29
Narrative of Conceptual Model Relationships ...................................................................... 30
Thesis Statement ....................................................................................................................... 30
Chapter Summary ...................................................................................................................... 30
Chapter 3: Method ........................................................................................................................ 32
Review Design and Methodology ............................................................................................. 32
Evidence-Based Management ............................................................................................... 32
Systematic Review ................................................................................................................ 35
Thematic Synthesis ................................................................................................................ 37
Review Initiation ....................................................................................................................... 38
Identification of Journals and Databases ............................................................................... 38
Search Strategy ...................................................................................................................... 38
Search Terms ......................................................................................................................... 39
Inclusion and Exclusion Criteria ........................................................................................... 42
Quality Appraisal ................................................................................................................... 43
Method of Quality Appraisal of the Included Studies ........................................................... 44 HOW ORGS LEVERAGE COLLABORATIVE TECH FOR KNOWLEDGE MGMT
xi
Descriptive Coding ................................................................................................................ 45
Subject Matter Experts .......................................................................................................... 46
Analysis and Synthesis Methodology ....................................................................................... 46
Method of Synthesis .............................................................................................................. 46
Chapter Summary ...................................................................................................................... 47
Chapter 4: Analysis and Findings ................................................................................................. 49
Description of the Data Set ....................................................................................................... 49
Results of the Quality Appraisal of the Data Set ...................................................................... 53
Results of the Synthesis of the Articles in the Data Set ............................................................ 53
Affordances ........................................................................................................................... 54
Culture .................................................................................................................................. 61
Interesting Use Cases ................................................................................................................ 69
Organizational Outcomes .......................................................................................................... 70
Chapter Summary ...................................................................................................................... 72
Chapter 5: Conclusions and Implications ..................................................................................... 73
Answer to the Research Question ............................................................................................. 73
Affordances: Management Implications ................................................................................... 73
Access and Breaking Down Silos .......................................................................................... 74
Searchability .......................................................................................................................... 75
Knowledge Sharing (KS) Culture: Management Implications ................................................. 76
Transparency ......................................................................................................................... 76
Adoption/Implementation ...................................................................................................... 77 HOW ORGS LEVERAGE COLLABORATIVE TECH FOR KNOWLEDGE MGMT
xii
Limitations of the Study ............................................................................................................ 78
Areas for Future Research ......................................................................................................... 79
COVID19 and Global Virtual Telework ............................................................................... 80
Emerging Technologies and the Future of Work .................................................................. 81
Final Summary and Conclusion ................................................................................................ 82
References .................................................................................................................................... 84
Appendix A ................................................................................................................................ 105
Appendix B ................................................................................................................................ 106
Appendix C ................................................................................................................................ 112
HOW ORGS LEVERAGE COLLABORATIVE TECH FOR KNOWLEDGE MGMT
xiii
List of Tables
Table 1 CIMO for Research Question ........................................................................................... 9
Table 2 Synonym Terms and Search Keywords ........................................................................... 39 HOW ORGS LEVERAGE COLLABORATIVE TECH FOR KNOWLEDGE MGMT
xiv
List of Figures
Figure 1 Graphic Representation of the Problem .......................................................................... 6
Figure 2 Organizational Knowledge Creation and SECI .............................................................. 15
Figure 3 Conceptual Map of Factors Related to the Research Question ...................................... 29
Figure 4 Evidence Hierarchy ........................................................................................................ 34
Figure 5 Five Steps of a Systematic Review ................................................................................ 36
Figure 6 PRISMA Diagram of Article Search and Screening Process ......................................... 41
Figure 7 Types of Articles Included in the Systematic Review.................................................... 50
Figure 8 Countries Included in the Systematic Review ................................................................ 51
Figure 9 Published Years of Included Articles ............................................................................. 52
Figure 10 Count of Primary Collaborative Technology ............................................................... 53
Figure 11 Conceptual Map of Study Findings .............................................................................. 71
HOW ORGS LEVERAGE COLLABORATIVE TECH FOR KNOWLEDGE MGMT
1
Chapter 1: Introduction and Overview of the Management Problem
In the 2020 economy, knowledge is one of the most important forms of organizational capital. Knowledge needs to be managed and retained, or it may be lost at great cost to organizations. For many companies, knowledge is a key primary strategic asset and is critical for an organization to maintain a lasting competitive advantage (Bollinger & Smith, 2001; Gleason, 2019). Over the past few decades, intellectual capital has become many companies’ most valuable asset (Carey, 2003; Sefidanoski, 2018; Stewart, 1994). Now, 75% of surveyed organizations state that creating and preserving knowledge is critical for their success (Namir & Edwards, 2020). This centrality highlights how important it is for organizations to retain and preserve their knowledge.
Organizational knowledge can exist in the form of intellectual property, patents, copyrights, explicit procedural everyday working knowledge of how to perform certain functions or duties, or tacit knowledge about the organization, such as who knows what. Imagine, for example, that in a day’s time, half of the staff of an organization either quits, is laid off or goes on extended leave due to a global pandemic. A lack of documented tacit and/or explicit knowledge could severely affect the organization’s ability to conduct its business. If an organization in this situation does not have evolved systems and processes in place for knowledge management (KM), knowledge sharing (KS) and knowledge retention (KR), it may experience knowledge loss (KL). Lesser and Prusak (2001) found that “when employees walk out the door, they take valuable organizational knowledge with them. But managers who think creatively can keep it in-house” (p. 101). Strategically managing knowledge makes it possible.
One of the primary ways that organizations store, retrieve, share, transfer, retain and manage knowledge is through the use of collaborative technologies (
Exploring the impact of emotional intelligence among leadership development: EQ is the new IQ
No full textEmotional intelligence (EI) and emotional quotient (EQ) have emerged within the corporate training billion-dollar industry(Baidawi, 2016; Doe, Ndinguri, & Phipps, 2015); however, the literature lacks a comprehensive plan and best practices in EI. Research has analyzed, interpreted, and deliberated EI; it has applied psychometric studies, suggested training courses, and established various support tools. Building upon existing research and synthesizing the best practices, this study seeks to understand: How does emotional intelligence impact leadership development? This study aims to provide recommendations to technically proficient leaders and managers lacking people skills, a comprehensive Emotional Intelligence Leadership Development Model (EILDM) from evidenced-based research. Theorists vary on the precise elements and sub-elements that shape EI and EQ, such as Salovey and Mayer (1990), Goleman (1995), and Bar-On (1997); however, the foundation is constructed based upon understanding the emotions of yourself, others, and how to utilize the information to make decisions. The fundamental EI elements contain self-awareness, self-regulation, motivation, empathy, and social skills. This study applies a systematic review process suggested by Gough, Oliver, and James
(2012) and Petticrew and Roberts (2006). The methodology includes a literature review, Population, Intervention, Comparison, Outcome, and Context (PICOC), identification of evidence, Preferred Reporting Items of Systematic Reviews and Meta-Analyses (PRISMA), Weight of Evidence (WOE), Transparency, Accuracy, Purposivity, Utility, Propriety, Accessibility, and Specificity (TAPUPAS) and thematic synthesis. Findings suggest the integration of various methods to include: EI education, EI training, psychometric assessment tools, coaching, and feedback as the most effective tools for integrating emotional intelligence into leadership development known as the EILDM. Research posits by incorporating emotional intelligence into leadership practice, it producestrusting relationships with employees, increases employee job satisfaction, stimulates creativity, fosters effective leadership, and drives organizational performance. This study contributes to the increasing knowledge of EI implementation among leaders and managers seeking to incorporate positive change and efficiency. In conclusion, this systematic review provides implications, limitations, recommendations, and future research.The “War for Talent” has evolved for several decades within the federal government , the “challenge knowledge with executive leadership ability or valuable perspectives and backgrounds” (p. 60). enlightened organizations by suggesting, “ interaction into an enriching experience” (Salovey & Mayer, 1990, p.opportunities for technical experts that lack the ability to supervise, stating, “ soft skills” (p. 8). OPM has since established a list of assessment methods via the website and psychoanalysis, the multifaceted unconscious bias, and maladaptive influences on people’s
Outcome, and Context (PICOC). The PICOC model provides a direction of “who, what, circumstances” to develop the research question (CEBMa, n.d.). The research question for this Program (SESCDP) released a memorandum from OPM announcing the “Emotionally ligent Leadership” course one’sd Mayer (1990) stated, “when people approach life intelligence” (p.models’ elements (self
beings driven by emotions. Researchers have often criticized IQ’s worthiness because it ex ccounts for only 20% of a person’s success in life; EQ predicts 40% of a person’s performance or success in life, Emotional quotient or emotional intelligence quotient “ or her thoughts and actions” ( uncertainty. “Organizational AQ is a natural by
). Emotional awareness “is an ability to recognize your own emotions, and their effects,” leader’s ability to analyze a situation before making a decision. Kotze and Nel (2017) described regulation as an “ values” (p. 47).
, “people who have this roductive and effective in whatever they undertake” (p. 43). Li (2016) stated, “the ability to use one’s emotions to motivate oneself followers via a social contagion process” (p.112). According to self
“Einfühlung,” translated to “in feeling,” now known as empathy. Lipps described empathy as “protecting oneself onto the object of perception” (Wikipedia Konstantikaki (2008) expanded empathy as an “emotional appreciation of another’s feelings” (p. 2000). The art of empathy can recognize and respond appropriately to someone else’s feelings ’sit is the leader’s ability to influence others (Vale, 2018). The National Center for Research defines “coaching as a maximize their personal and professional potential” (“supports a learner or client in achieving a specific personal or professional goal by providing nd guidance.” (Wikipedia
Psychological feedback is the “aftereffects, knowledge of results” from an experiment or subject’s response (Noble & Cratty, 2020 four performance variables, such as “task complexity, work distribution, motive conditions, and environmental factors”
). Connelly (2019) stated, “ you to connect with others in ways that help them feel understood and supported” (para 1). He once you understand those elements, you can “decide how best to interact with them in order to achieve the outcome that best suits your needs (or their needs)” (para 4). Conditioning by Ivan Pavlov, and Sigmund Freud’s psychoanalytic theories relating to the Stein (1937) defined social intelligence as “the ability to understand and manage people” (p. “reduced state of gs of anonymity”
Karen Horney. Humanistic focused on “ awareness,” ). Trait focused on “ ,” “ efficacy, situational influences, and cognitive processes”
They constructed four parameters to determine one’s EQ: perceive “ one’s own and others’ feelings, to discriminate among them, and to use s information to guide one’s thinking and action” Salovey and Grewal (2005) posit “emotional intelligence brings together the fields of emotions and intelligence by viewing emotions as useful sources of environment” “ ”
–“an array of interrelated emotional and social competencies, skills and behaviors that impact intelligent behavior” (Nafukho
“e skills” (p. 29).L’Oreal credits revenue increases of $2.5 million to sales agents’ use of EI top managers are “repeatedly out 90% of their high performance is based on emotional intelligence competencies” “who, what, compared to what, what you are trying to accomplish/improve, and in what kind of organization/ circumstances” to develop the research and leadership. The “AND” requires both terms to be included in the search. The “OR” allows was adopted from Cohen’s Kappa, which suggests that agreements from .01 to .20 have none to The weighting contains Cohen’s Kappa Agreement Score. Zero articles ranked between coding process. The research indicated EI education is “highly significant in and innovation”
5
20
3
3
3
11
4Baczyńska (DePuy, 2015), a guide to one’s rationale and actions (Dhanalakshmi & Porkodi, 2016) path for “emotional and intellectual growth” ( suggested the importance of educating the workforce on multiple components “business engagement” (p. 40). ’
individual’s strengths and we“people skill” (Goleman, 1995). Empathy is often the
Jones (2011) stated, “” (p. 4). Kotzé and Nel (2017) suggest, “ serving behavior” (“managers who understanding, empathic joy, and personal distress” (p 511). relationships. One’s social skills drive their environment that ultimately shapes the ability to “all of the five key basic dimensions of this form of intelligence: regulation, motivation, empathy, and social skills” (p. S17).
organizations based upon the meaningfulness it provides, “integrity, morality, and authenticity” “EI training has been found to be the best approach for learning the acquired skills, further supporting EI leadership development” (p.awareness of one’s emotions, others’ ication, and “specifically to leader and managerial processes and outcomes” (p. “physical and mental well ” (p.
realized EI was a “hard skill based on research and brain science, they engaged in the learning,” the ability to “ anage emotion” (Mayer However, other studies cautioned the use of MSCEIT due to the “disparity” and “static” respondents leading to a “deficit model” (Li et al., 2016, p. 115). Wong and Law (2002) developed a measure based on Mayer and Salovey’s model of EI (2016) utilized Wong’s’six Seconds’ Leadership Vital Signs.
a “change in managerial or leader behaviors is the intended outcome of most executive coaching,” and 56% leaders “seek coaching and mentoring from other leaders who exhibit a dynamic leadership style as well as receive and give peer feedback on the use of these leadership skills” (p. 11).implementing coaching as it strengthens “self awareness and confidence” (p. 24). According to
sp the “power of mental or physical rehearsal before engaging in a challenging conversation,” pattern recognition which helps leaders “recognize their observations in personal patterns of thinking and acting”“developing true expertise in any realm requires extensive practice and The mixed models’ competencies developed by Daniel Goleman are strategically recognized to
, “All in answer” (p. 52). The research validates development continuation is necessary to implement EI “Y lead a camel to water, but you can’t make the camel drink,” suggests that leaders need the right “attitude” and willingness to adopt and incorporate EI , “ learning” (p. 52). “E ” (p. The research endorses Daniel Goleman’s mixed model elements as the • –
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nurturing specific areas. By breaking down each area and developing “how to” guides, this a future women’s leadership conference at the –Baczyńska, A., & Thornton, G. C. (2017). Relationships of analytical, practical, and emotional – learning: Worker’s attitudes and –
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–Horstmeyer, A. (2018). Four ways mindbody infused coaching approaches sharpen executives’ International Coaching Federation (ICF). (2020). About ICF. Retrieved from https://coachfede ration.org/ –
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Kaoun, T. M. (2019). Enhancing leaders’ emotional intelligence: Why mindfulness?
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