This paper is analyzing and comparing all the academic research papers in the proceedings of ECKM in 2017 (Barcelona) and 2018 (Padua). The study is classifying the papers according to methodology, analysis, discussion, and conclusion regarding their contribution, placing them into the four paradigmatic boxes. The approach is to use a philosophy of science framework and compare this to the content of the research papers. We have used the findings in four representations of knowledge, two typologies of concepts, four paradigmatic classifications, and the concluding framework for knowledge management research. Both conferences have a heavy emphasis upon knowledge-itis and instrumental-itis and much less emphasis upon problem-itis. The papers are centered around existing knowledge and accepted methodology and less related to new problems. The results indicate an ECKM conference based upon as-is knowledge and less upon new problems. The ECKM papers have rather low complexity presented in an empirical and materialistic paradigmatic framework through definitive concepts representing a form of atomistic research. What would ECKM have been with a higher degree of complexity in action and subjective paradigmatic frameworks through sensitizing concepts representing a form of holistic research? Probably a more creative, engaged and relevant conference. Objectivity is in demand, but subjectivity is needed to come up with proposals for working greener and smarter. To move ahead for better quality in the research, it is necessary to break free from the empirical paradigm and the materialistic paradigm and move into the clarified subjectivity and action paradigm. Paradigmatic ecumenism will tend to a fiercer, but an idea-generating debate. This pluralistic approach will give more engaged practical research representing more sustainable societies and businesses.
Revang, Øivind & Olaisen, Johan Leif (2019)
Obstacles and Driving Forces in Virtual Knowledge Sharing: A Case- Based Analysis
The research phenomenon is the use of corporate social/collaboration software to share Information/knowledge. The empirical material was collected in two large corporations that implemented Workplace by Facebook (WbF). The data are partly quantitative based on an electronic survey in each organization and partly qualitatively based on interviews with core personnel. The paper has two research questions: A) What motivates and what prevent people from using the software to share knowledge? B) Of what should the management be aware to increase organization efficiency through knowledge sharing? Since little is known about the subject and theoretical constructions are rudimentary and fragmented, the empirical material is analyzed to substantiate various propositions. A total of six propositions is generated. These results are empirically testable to verify the theory building, and of importance for those who intend to implement similar software in their organizations. It is a strong indication that educational background has an impact on the sharing of information/knowledge. The main pitfall and threat to efficiency seem to be the posting of information without restrictions - as such behavior will result in an ‘internal junkyard’ of information. Tensions between an existing hierarchy of authority and lateral arrangements to share information and knowledge can also prevent possible gains from sharing knowledge across existing internal borders. Generally, there seems to be an imprecise language concerning collaboration and sharing as well as information and knowledge, which may impact the actual behavior of the users.
Olaisen, Johan Leif & Revang, Øivind (2019)
Making Knowledge Management Creative, Engaged and Relevant: a Comparative Philosophy of Science Study of IFKAD Papers in 2016, 2017 and 2018
, s. 1220- 1232.
Olaisen, Johan Leif & Revang, Øivind (2018)
The Direction of Knowledge Management Research: Making the Research More Creative, Engaged and Relevant
2, s. 623- 632.
Olaisen, Johan Leif; Revang, Øivind & Rosendahl, Tom (2018)
Verdiskapende kommunikasjon i endringsprosesser - Et bedriftseksempel fra en avdeling i Statoil
Statoils konsernstrategi for 2010 var at alle avdelingene skulle endres fra matriseorganisering til nettverksorganisering i en dynamisk virtuell organisasjon. Dette skulle medføre at alle operasjoner i Statoil ble integrerte (IO). Statoil Stjørdal var et pionereksempel på IO som skulle legge grunnlaget for IO i hele Statoil. IO var grunnlaget for dagens digitaliseringsstrategi i selskapet hvor alle prosesser digitaliseres.
Vi fant i vår empiriske kvalitative undersøkelse at den kritiske suksessfaktoren for integrerte operasjoner var ledelsens strategi- og kommunikasjonsplan sammen med de ansattes deltakelse som utformet og styrte prosessen. De ansattes kompetanse medførte at de ble premissleverandører for hele endringsprosessen. Deres indre motivasjon var drivkraften. Det var ikke behov for noen form for belønninger. Milepeler ble markert, og de ansatte deltok i tilpasninger og kommunikasjon av disse. Det var da ikke behov for eksterne rådgivere.
Dette var ordinære ansatte i Statoil som gjennom å ta et ansvar for teknologi, innovasjon og endring leverte ekstraordinære resultater. Denne studien av IO-implementeringen indikerte også at grunnleggende endringsprosesser tar lengre tid enn planlagt. Alle lederne fremstod over tid som klare støttespillere og initiativtakere til endringsprosessene. Lederne balanserte over tid demokratisk ledelse og maktbasert ledelse for å oversette Statoils strategi til lokale meningsskapende forhold i Stjørdal. De ansatte opplevde dette som en relasjonsgjensidighet. Formelle og uformelle nettverk ble gradvis viktigere i prosessen.
Olaisen, Johan Leif & Revang, Øivind (2018)
Exploring the performance of tacit knowledge: How to make ordinary people deliver extraordinary results in teams
Our research question is how do we transform individual and collective tacit knowledge into collective, explicit and actionable knowledge in teams?.
As our methodological approach, we conducted a longitudinal survey study from 2012 to 2014 to of two teams of staff employed with a Norwegian furniture manufacturer. Each team included designers, production engineers, and salespeople. The survey included the teams and the upper corporate team. The survey monitored the design, production and market processes involved in launching furniture to the marketplace (30 months).
The teams decided to rotate their professional roles as designers, production engineers, and salespeople. This rotating role mechanism and socialization process encouraged the sharing of knowledge. The team members transformed their tacit knowledge into collective explicit knowledge, allowing it to deliver innovative results within a time limit. As a theoretical implication, we have found a workable means of transforming tacit, productive, individual and collective knowing into explicit actionable knowledge. Productive team knowledge was converted into tacit managerial knowledge in upper management personnel, enabling the group to translate knowledge into explicit business actions. We propose, as a general theory, that by rotating professional roles within a team individual tacit knowledge can be transformed into collective explicit knowledge. The productive team tacit knowledge that was transferred was identified as expert, nodding, familiarity and holistic knowledge.
As a practical implication, we show that rotating professional roles within a team works when a team is afforded enough time to develop a socialization process. When professionals are given direction, trust, responsibility and time to develop results, they break out of their comfort zones and deliver extraordinary results together. As a practical implication, we show that this process can be planned, managed and controlled. Role rotation facilitates both the creation of high-performance teams and the transformation of tacit professional knowledge into explicit knowledge. The transformation of tacit knowledge into explicit knowledge helps increase efficiency and effectiveness in knowledge-intensive corporations. Therefore, practically, is it possible to create a corporate flywheel from tacit knowledge? The conversion of productive tacit knowledge into tacit managerial knowledge converted into specific business actions can create an explicit corporate flywheel while maintaining tacit knowledge as a competitive advantage.
Revang, Øivind & Olaisen, Johan Leif (2018)
Knowledge Management in Turbulent Times: Combining the Soft and Hard Issues
2, s. 747- 754.
Revang, Øivind & Olaisen, Johan Leif (2018)
Facilitating Knowledge Work for Dynamic Value Creation - A Semantic Approach
, s. 1282- 1293.
Olaisen, Johan Leif & Revang, Øivind (2018)
A comparative philosophy of science study of IFKAD papers 2016 and 2017
, s. 1189- 1202.
Olaisen, Johan & Revang, Øivind (2017)
Making ORDINARY People Deliver EXTRAORDINARY Results
, s. 14- 15.
Skjølsvik, Tale; Kvålshaugen, Ragnhild, FOSSTENLØKKEN, Siw Marita, Revang, Øivind, Strønen, Fred H., Hærem, Thorvald, Hydle, Katja Maria, Breunig, Karl Joachim & Pemer, Frida (2017)
Obituary: Professor Bente R. Løwendahl (1958-2017)
Knowledge and value creation in professional service firms : a framework for analysis
54(7) , s. 911- 931.
Løwendahl, Bente & Revang, Øivind (2000)
On Strategic Assets in a Post-Industrial World: Matching Customers and Competence through Organizational Forms
12(4) , s. 95- 109.
Revang, Øivind (2000)
Strategisk posisjonering, profilering og partnerskap - en internasjonal strateg setter sine spor
, s. 54- 65.
Revang, Øivind (2000)
Strukturering, systematisering og styring - en erfaren industrialist konsoliderer
, s. 66- 78.
Revang, Øivind (2000)
Fra privat entreprenørvirksomhet til samfunnsmessig legitimitet - jubilanten legger grunnstenene for videre utvikling
, s. 29- 41.
Revang, Øivind (2000)
Fremtiden er hva vi gjør den til - en "tospråklig utvandrer" fra NHH vurderer organisering og strategi
, s. 79- 93.
Revang, Øivind (2000)
Med lønnsomhet som kriterium -en gründer initierer, kopierer, prioriterer og lykkes
, s. 15- 28.
Revang, Øivind (2000)
Et interessant sted å være - en systemdynamiker starter vekst uten grenser
, s. 42- 53.
Revang, Øivind (2000)
Sentrale trekk i kunnskapsbedriften BIs utvikling - en organisasjonsteoretisk analyse
, s. 94- 119.
Revang, Øivind (2000)
Med BI fra aftenskole til vitenskapelig høyskole - Festskrift til Gerson Komissars 80-årsdag
Løwendahl, Bente & Revang, Øivind (1999)
Strategi, ledelse og organisasjon i en postindustriell virkelighet
, s. 104- 125.
Løwendahl, Bente R. & Revang, Øivind (1999)
Når gamle sannheter ikke gjelder
(6)
Løwendahl, Bente R. & Revang, Øivind (1998)
Challenges to existing strategy theory in a post-industrial society
19(8) , s. 755- 773.
Løwendahl, Bente R. & Revang, Øivind (1996)
Rethinking the metaphors of strategic management
, s. 163- 190.
Revang, Øivind & Sørensen, Bjørg Aase (1995)
Ledelse og management i Norsk sammenheng: historiske betraktninger og fremtidige utfordringer
(2) , s. 31- 43.
Revang, Øivind & Bonora, Elda A. (1993)
A framework for analyzing the storage and protection of knowledge in organizations - strategic implications and structural arrangements
, s. 190- 213.
Olaisen, Johan & Revang, Øivind (1993)
SAS's Strategic Alliances and Information Management
, s. 85- 103.
Revang, Øivind (1993)
Competitive strategies in the airline industry – Networks gaining synergy from complexity
, s. 95- 161.
Revang, Øivind (1993)
Knowledge, skill and information - Some consequences for management and organization design
, s. 329- 343.
Olaisen, Johan & Revang, Øivind (1991)
Information Management as the Main Component in the Strategy for the 1990s in Scandinavian Airlines System (SAS)
11(3) , s. 185- 203.
Olaisen, Johan & Revang, Øivind (1991)
The Significance of Information Technology for Service Quality: From Market Segmentation to Individual Service
2(3) , s. 26- 47.
Revang, Øivind (2016)
Formidling er ikke deling
[Kronikk]
Revang, Øivind & Olaisen, Johan Leif (2019)
Obstacles and Driving Forces in Virtual Knowledge Sharing: A Case- Based Analysis
[Conference Lecture]. Event
Olaisen, Johan Leif & Revang, Øivind (2019)
Making Knowledge Manage Creative, Engaged and Relevant: A Comparative Philosophy of Science Study of IFKAD papers in 2016,2017, and 2018.
[Conference Lecture]. Event
Olaisen, Johan Leif & Revang, Øivind (2019)
Making Knowledge Management More Relevant and Creative: A Comparative Study of ECKM Papers
[Conference Lecture]. Event
Olaisen, Johan Leif & Revang, Øivind (2018)
The Direction of Knowledge management research: Making the research more creative, engaged and relevant
[Conference Lecture]. Event
Olaisen, Johan Leif & Revang, Øivind (2018)
The dynamics of knowledge sharing: How to make ordinary people deliver extraordinary results in project teams
[Conference Lecture]. Event
Revang, Øivind & Olaisen, Johan Leif (2018)
Facilitating Knowledge Work for Dynamic Value Creation - A Semantic Approach.
[Conference Lecture]. Event
Olaisen, Johan Leif & Revang, Øivind (2018)
A comparative philosophy of science study of IFKAD papers 2016 and 2017.
[Conference Lecture]. Event
Revang, Øivind & Olaisen, Johan Leif (2018)
Knowledge Management in Turbulent Times - Combining the Soft and Hard Issues
[Conference Lecture]. Event
Olaisen, Johan & Revang, Øivind (2017)
The co-creation of business knowledge as societal meaning in project teams
[Conference Lecture]. Event
Olaisen, Johan & Revang, Øivind (2017)
The dynamics of business knowledge as societal meaning for creativity in teams II
[Conference Lecture]. Event
Revang, Øivind & Olaisen, Johan (2017)
The use of Knowledge Sources to Create Absorptive Capacity - A Case Study
[Conference Lecture]. Event
Olaisen, Johan; Revang, Øivind & Rosendahl, Tom (2017)
Trivialism or Pluralism in Service Research: Making Research Engaged and Scientific
[Conference Lecture]. Event
Olaisen, Johan & Revang, Øivind (2017)
Trivialism or pluralism in knowledge management research in the 21st century: Making knowledge management creative and relevant
[Conference Lecture]. Event
Revang, Øivind & Olaisen, Johan (2016)
Dynamic Organizational Development – The Role of Data, Information and Knowledge
[Conference Lecture]. Event
Olaisen, Johan & Revang, Øivind (2016)
Virtual Global Teams as Value Creating Tools for Knowledge Sharing and Innovation
[Conference Lecture]. Event
Olaisen, Johan; Revang, Øivind & Edvardsson, Bo (2016)
Intellectual property rights as basics for collaborative trust, knowledge sharing and innovation (revised version)
[Conference Lecture]. Event
Olaisen, Johan; Revang, Øivind & Rosendahl, Tom (2015)
Virtual Global Teams as Value Creating Tools for Knowledge Sharing and Collaborative Innovations
[Lecture]. Event
Olaisen, Johan; Revang, Øivind & Rosendahl, Tom (2015)
Intellectual Property Rights as Basics for Collaborative Innovations and Knowledge Sharing
[Conference Lecture]. Event
Olaisen, Johan & Revang, Øivind (2015)
The Dynamics of Business Knowledge as Societal Meaning
[Conference Lecture]. Event
Revang, Øivind & Olaisen, Johan (2015)
Creating Service Innovations Through Network Relations - A case study in the maritime cluster at Sunnmøre, Norway
[Conference Lecture]. Event
Skjølsvik, Tale; Løwendahl, Bente R. & Revang, Øivind (2014)
Olympic Winners? – A study of how KIBS-firms position themselves relative to the potential mega-project of the Oslo Winter Olympics 2022
[Conference Lecture]. Event
Revang, Øivind & Olaisen, Johan (2014)
Keeping Ambidexterity and Knowledge Dynamics Onboard - A Case Study of Norwegian Olympic Shipping
[Conference Lecture]. Event
Revang, Øivind & Olaisen, Johan (2014)
“Navigating The Blue Ocean Of Innovation - A Study Of Antecedents For Ambidextrous Innovation In A Supply Shipping Company”
[Conference Lecture]. Event
Revang, Øivind & Løwendahl, Bente R. (2013)
Multi-Hierarchical PSFs and Contextual Power - Stability and Variation in Authority and Legitimacy
[Conference Lecture]. Event
Rosendahl, Tom; Olaisen, Johan & Revang, Øivind (2013)
Internal Communication as Value Creation in a Change Process
[Conference Lecture]. Event
Revang, Øivind & Løwendahl, Bente R (2012)
The Gates are still closed, but the Fences are disappearing:An analysis of the transformation of gatekeeper roles due to digitalization, with case examinations from three industries: the music, the book publishing, and the broadcasting industries
[Conference Lecture]. Event
Olaisen, Johan & Revang, Øivind (2011)
Crossing Innovation Frontiers
[Conference Lecture]. Event
Revang, Øivind & Løwendahl, Bente R. (2006)
Governance of Project-Based Value Creation in Knowledge Intensive Organizations
[Conference Lecture]. Event
Fjeldstad, Øystein D.; Løwendahl, Bente R. & Revang, Øivind (2005)
From Strategic Planning to Strategizing and Organizing in Cyclical Processes - Strategic Management in KIFs
[Conference Lecture]. Event
Revang, Øivind & Løwendahl, Bente R. (2004)
Strategic Flexibility and Efficiency in a New Economy: Balancing Tensions Between Autonomy and Control
[Conference Lecture]. Event
Revang, Øivind & Løwendahl, Bente R. (2003)
Challenges in attempts to develop new organizational forms in the knowledge economy - “a grounded case study”
[Conference Lecture]. Event
Løwendahl, Bente R. & Revang, Øivind (2002)
Organizing for Knowledge-Based Value Creation
[Conference Lecture]. Event
Revang, Øivind & Løwendahl, Bente R. (2002)
ACROSS THE BORDERLINE - On boundaries and cooperative relationships the 21st century
[Conference Lecture]. Event
Revang, Øivind & Løwendahl, Bente R. (2001)
Dealing with dynamic environments - Professional service firms and the nature of flexible organizational structures
[Conference Lecture]. Event
Revang, Øivind (1999)
Organisatorisk rasjonalitet i kunnskapssamfunnet - hva kan vi lære av profesjonelle tjenesteytende bedrifter når det gjelder ivaretakelse av indre ytre effektivitet?
[Report Research].
Revang, Øivind & Hennestad, Bjørn (1999)
Change Management in the liminal period - Instrumental change management through and for change structure
[Conference Lecture]. Event
Løwendahl, Bente R. & Revang, Øivind (1999)
Knowledge workers and organizational design - Challenges from incompatible requirements
[Report Research].
Revang, Øivind & Løwendahl, Bente (1998)
The Hierarchy Strikes Back - A Comparative case study of three organizations trying to be (more) flat, flexible and innovative
[Conference Lecture]. Event
Andersen, Svein S & Revang, Øivind (1997)
Bankstrategier i personkundemarkedet - Visjoner eller dynamisk konservatisme?
[Report Research].
Andersen, Svein S & Revang, Øivind (1996)
Nye produkter og tjenester i bankenes personkundemarked: Trender drivkrefter og strategi
[Report Research].
Andersen, Svein S & Revang, Øivind (1995)
Teknologibasert samarbeid og kundedrevet konkurranse - Banknæringen i en brytningstid
[Report Research].
Løwendahl, Bente R. & Revang, Øivind (1995)
Realizing synergies - coordination in postmodern flexible organizations (version 2)
[Conference Lecture]. Event
Hennestad, Bjørn Wessel & Revang, Øivind (1995)
The Rationality paradox -Strategic development in multiple stakeholder knowledge center (version 1)
[Conference Lecture]. Event
Løwendahl, Bente R. & Revang, Øivind (1994)
New Roles in Strategic Management Behavior - the manager as a catalyst, broker and director
[Conference Lecture]. Event
Løwendahl, Bente R. & Revang, Øivind (1993)
Challenges to existing strategy theory in a post-industrial society
[Conference Lecture]. Event
Olaisen, Johan; Revang, Øivind & Johannesen, Jon Arild (1993)
Innovators and Contras - New Cross Boarder Aliances and Innovations in Norwegian Working Life
[Conference Lecture]. Event
Revang, Øivind (1992)
Strategic Development in the Airline Industry - Scale and Scope Revisited
[Conference Lecture]. Event
Olaisen, Johan & Revang, Øivind (1991)
Bridges and Tunnels, Strategic Alliances and the use of information as components in SASs strategy. Version:II
[Conference Lecture]. Event
Revang, Øivind & Bonora, Elda A. (1991)
A Framework for Analyzing the Storage and Protection of Knowledge in Organizations - Strategic Implications and Structural Arrangements
[Conference Lecture]. Event
Revang, Øivind & Bonora, Elda A (1991)
A strategic framework for analyzing professional service firms - Developing strategies for sustained performance
[Conference Lecture]. Event
Olaisen, Johan; Revang, Øivind, Larsen, Tor Jermund & Andersen, Svein S (1991)
The Dynamic Learning Organization: Creative Management in Scandinavian Airlines System (SAS)
[Conference Lecture]. Event
Andersen, Svein S & Revang, Øivind (1990)
Strategisk ledelse og omstilling - Når bedriftsøkonomiske kriterier ikke strekker til
[Conference Lecture]. Event
Revang, Øivind; Sørensen, Bjørg Aase & Vidnes, Lise (1990)
Utelokalisering, en utfordring til norske ledelsesformer
[Report Research].
Olaisen, Johan & Revang, Øivind (1990)
Information Technology, Strategic Alliances and Service Quality as Critical Success Factors in the Service Industries
