Codes of ethics in Sweden's largest public sector organizations : communicating the intent of the code within the organization

The aim of the study was to examine the ways that public sector organizations in Sweden communicated the intent of their codes of ethics to their employees. Primary data was obtained via a self-administered mail questionnaire distributed to a census of the top 100 organizations.

The study identified a range of methods used by organizations to integrate the ethos of codes into corporate culture. These methods included communication of the code, company induction of new staff, consequences for a breach of the code, ethical performance, an ethics ombudsman, the support of whistleblowers, a standing ethics committee, ethics education, and an ethics education committee.

Whilst many organizations have instituted ethical behaviour initiatives, activities specifically targeted at exposure, education and support for staff to perform ethically were found to be underdeveloped.

Enhancing Knowledge Sharing with Information and Communication Technology (ICT)

The acceleration of technological change and trade liberalization in the 1990s have significantly intensified market competition and transformed the world economic infrastructure from a resource- and manufacturing-based economy to one in which knowledge and services are the key drivers of economic growth. In order for an organization to capitalize on its knowledge and truly become a learning organization, it must begin to systematically manage and leverage knowledge existing internally and externally to create and sustain its competitive advantage. Numerous empirical studies on knowledge management have examined the relative effectiveness of various enablers, such as organizational structure, technology, culture, managerial system and strategy on knowledge creation and sharing in organizations. The enablers examined earlier are mostly related to organizational infrastructure that promotes knowledge sharing in organizations. This paper examines specifically the critical role of information and communication technology (ICT) in facilitating and enhancing knowledge sharing and organizational performance. This study adopted a process oriented approach by using Nonaka’s (1994) knowledge sharing model. The results indicate that significant positive effects of ICT support on knowledge sharing and all dimensions of knowledge sharing are significant predictors of organizational performance.

Person-organization fit as a vehicle for knowledge sharing and creation

Tacit knowledge is difficult to transfer. It is also context specific. Hence it is often argued to be a key strategic asset and as such attention to how it is created and transferred in organisation in critical to strategists. The transfer of tacit knowledge is however still a challenge. It is known that shared communication and socialization are important processes in the transfer of tacit knowledge and person–organization fit (POF) is associated with such phenomena. Hence we argue that POF is likely to shape the transfer of tacit knowledge with higher levels of one resulting in higher levels of the other. We explore the interaction of tacit knowledge and POF fit and develop a matrix that suggests a complex interaction between the two.

Implementation of enterprise resource planning (ERP) software in a major construction contracting organization in Hong Kong

Purpose – The purpose of this paper is to summarize the scope, methodology and main findings of a doctoral thesis about the implementation of enterprise resource planning (ERP) software in a major construction contracting organization in Hong Kong. This research is taken from a leadership and power and project management (PM) perspective.

Design/methodology/approach – The project adopted a case study approach in which the candidate was an employee/observer, who was embedded as a member of the business transformation team taking an action learning approach to study the ERP adoption. The research used the soft system methodology to identify gaps in the observed maturity level which exists in the organization. Data was gathered using public and private documentation, semi-structured interviews, observation and was validated through review of evidence with participants.

Findings – The results identified the importance of leadership and cultural issues in implementation of the business strategy. This research includes a contribution in two spheres: PM and construction procurement. The first implication for PM theory was to illustrate how knowledge has been efficiently managed within a construction organization by using information communication technology (ICT). It can be represented by the ladder of ICT>ERP>KM>PM. The second implication was to pave the way for the use of partnering strategies in PM practice. It can be represented by the ladder of National Culture>Organizational Culture>Leadership>Partnering Strategy>PM.

Practical implications – This model could be adapted to other large and complex organisational contexts. The research project also has implications as opening up a PM perspective on business transformation.

Originality/value – The contribution of this research is proving the success of adopting KM in a construction company by using an ERP system. The importance of culture in the traditionally collectivistic construction industry, and the issues senior management should take into account when formulating business strategies.