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Project Initiation and Planning
Published in Vicente Gonçalves, Carla Campos, ® The Human Change Management Body of Knowledge, 2018
Vicente Gonçalves, Carla Campos
People are more interested in getting involved in projects when companies use a participatory management model and offer attractive and challenging goals and meaningful purpose. When the organizational culture recognizes learning and career opportunities within its projects, it is much easier to get volunteers. Sometimes, there will be more people interested in participating in the project than the project really needs.
Confucian Values, Social Fear, and Knowledge Sharing in Korean Organizations
Published in Journal of Computer Information Systems, 2022
Jinyoung Han, Anat Hovav, Martin Hemmert
As this study focuses on how individual cultural values and emotions affect KS intention in an organization, the unit of analysis is the individual who works in an organization. After developing the research model and hypotheses, we developed a questionnaire. Collectivism was measured with four items from Gudykunst and Lee65 on the importance of group loyalty, group welfare, group acceptance and group success. Power distance was measured with three questions from Srite and Karahanna66 on top managements’ decision-making power, non-delegation of important work, and non-participatory management. Confucian dynamism was measured with four items from Bearden et al.39 on respect for tradition, family heritage, links to the past, and the importance of traditional values. KSC was measured with four questions on affiliation, four questions on innovativeness and three questions on fairness from Bock et al.24 KS was measured with five questions from Bock et al.24 on the extent of respondents’ sharing of work reports, methodologies, know-how, expertise and knowledge with their team members. Fear of hierarchical social exclusion was newly developed and measured with four new questions on social exclusion from the team due to interaction and a close relationship with the team leader. Fear of losing face, also newly developed, was measured with four questions on losing face and feeling shameful for sharing inaccurate information or incorrect knowledge. We also control for age and gender since prior research has demonstrated them as predictors of KS intention.51
Adaptive and sustainable water management: from improved conceptual foundations to transformative change
Published in International Journal of Water Resources Development, 2020
To break the unsustainable trends and enhance sustainability, it has long been claimed that there is a need for paradigm shifts and changes in water management (Gleick, 2000, 2003; Pahl-Wostl, 2007). In a comprehensive review Pahl-Wostl et al. (2006) identified similarities in paradigm shifts advocated for water management by analyzing peer-reviewed articles and expert reports. The need for such paradigm shifts had been derived from perceived reasons for failure in prevailing water management practice. Recurring claims of change have included Participatory management and collaborative decision makingIncreased integration of issues and sectorsManagement of problem sources, not effectsDecentralized and more flexible management approachesMore attention to management of human behaviour through ‘soft’ measuresExplicit inclusion of the environment in management goalsOpen and shared information sources (including linking science and decision making)Incorporation of iterative learning cycles into management processes.