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Purpose – A problem for many organisations today is what is referred to as the "knowing-doing gap" or the difference between possessing the knowledge and the actual application of it. This paper aims to explore the perception that differences exist with regard to soft or tacit knowledge-knowing and utilisation in the IT workplace, but at the level of gender and ethnic-culture specifically. Through a statistical examination of electronic survey results from two ICT organisations in Australia, the study explores the validity of such claims.Design/methodology/approach – Continuing from previous grounded theory research, a series of workplace scenarios testing for such knowledge utilisation were created. After trialling the initial scenarios on a pilot population, they were further refined and made part of an online survey questionnaire. Some 119 employees of two Australian ICT organisations rated how they would deal with soft knowledge situations both in principle and in practice. The sample was not selected along gender or cultural lines beforehand; however statistical analysis was conducted to determine if differences to situation-handling existed.Findings – The paper provides empirical insights into how genders and cultures deal with soft knowledge situations in different ways. The findings do tend to support certain stereotypes such as females generally appearing more passive, relationship and high context oriented and less individualistic. Whilst males appeared more achievement-oriented and individualistic, Anglo-males were closer to females for relationship and high context ideals.Research limitations/implications – Due to the limited sample size the research results may lack generalisability. Furthermore criticism of Likert scales also exists, as does the use of language other than English as a representation of ethnic culture.Originality/value – The study adopts a novel use of soft knowledge inventories when applied to the parameters of gender and culture. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to examine the possibility of an inverted U-shaped relationship between job demands and work engagement, and whether social support moderates this relationship. Design/methodology/approach – This study uses 307 technical and information technology (IT) managers who responded to an online survey. Multiple regressions are employed to examine linear and curvilinear relationship among variables. Findings – Overall, results support the applicability of the quadratic effect of job demands on employee engagement. However, only supervisor support, not colleague support, moderated the relationship between job demands and work engagement. Originality/value – The paper is the first to shed light on the quadratic effect of job demands on work engagement. The findings have noteworthy implications for managers to design optimal job demands that increase employee engagement. [ABSTRACT FROM AUTHOR]

Purpose - This paper seeks to identify aspects of work environment, culture or expectations that contributed to women's comfort or discomfort within the information and communication technology (ICT) industry. Design/methodology/approach - The study is empirical in nature and addresses the perspectives of 178 professional women currently working within the Australian ICT industry who responded to the `Women in ICT" survey conducted through James Cook University. Likert-scale responses were subjected to principal component analysis and then K-mean cluster analysis, distinguishing four groups of respondents. Explanations for group membership were then sought from responses to open-ended survey questions. Findings - There was common agreement among respondents that, when making their career decisions, they had expected to enjoy good community image, and that their work would be socially useful, satisfying and flexible. Respondents also agreed that careers in ICT are rewarding, and provide opportunities, and disagreed with prevailing negative stereotypes about the industry. Opinions diverged on the organisation-specific issues of management approachability and equality, as well as around respondents' confidence in their own technical ability and their intention to encourage young women to enter the industry. Originality/value - This paper identifies distinct patterns of response and thereby provides support for the thesis that the widely reported discomfort of women within the ICT industry is not a cultural (industry-wide) phenomenon but, rather, one that has its roots within particular workplace relationships. It is these relationships that appear to encourage or undermine confidence and women's intentions to encourage others to enter ICT. [ABSTRACT FROM AUTHOR]

Purpose - The main purpose of this paper is threefold: to understand public-sector outsourcing in Australia; to examine the linkage between IS/IT outsourcing and the use of evaluation methodologies; and to identify issues that are critical in evaluating and managing IS/IT outsourcing contracts in public-sector organizations. Design/methodology/approach - A survey of the top 500 Australian organizations and two in-depth case studies of two Australian public-sector organizations were conducted. Findings - Several key issues for IS/IT outsourcing were identified - problems in evaluating outsourcing contracts, embedded contract mentality, ability to manage contracts, and staff transition management. Practical implications - Outsourcing organizations need to implement changes carefully and assess their in-house capabilities. They also need to fully understand and apply the IS/IT investment evaluation and benefits realization processes. In order to reach the magnitude of improvements ascribed to IS/IT outsourcing organizations need to undertake proper risk assessment and effectively manage outsourcing relationships. These all have to be done before and during the vendor/technology selection assessment and contract negotiation process. Originality/value - IS/IT outsourcing in the public sector is particularly under-studied. This study identifies several key issues for organizations undertaking IS/IT outsourcing. Recommendations are provided to assist outsourcing organizations in dealing with these issues. [ABSTRACT FROM AUTHOR]

A survey of Australian public library Web sites reveals that very few libraries have gone beyond establishing Web sites that provide information about their static library resources and services. Few attempts have been made to deliver a high level of interactive library service to online clients. This paper examines some of the issues that public libraries need to consider in order to rethink the way that the Web can be better used to provide interactive, real time online services. Issues include: commitment of staff and financial resources to online services; developing and maintaining Web technology skills; reclaiming the Web from IT departments; and individual effort versus collaboration. [ABSTRACT FROM AUTHOR]

Purpose -- The purpose of this study is to investigate the relationship between leadership behaviors and knowledge management (KM) practices. More specifically, it aims to examine the influence of transformational and transactional leadership behaviors on KM, and the moderating effect of organizational culture on this relationship, in the context of small-to-medium sized enterprises (SMEs) operating in Australia. Design/methodology/approach -- A total of four hypotheses were proposed for testing. It also provides is a succinct review of KM basics relevant to the study, the relationship between leadership and KM, and leadership and organizational culture. Findings -- The results suggest that both transformational and transactional leadership are positively related to KM practices. They also reveal that charismatic leadership and contingent reward leadership behaviors have greater influence on all the dimensions of KM practices. Research limitations/implications -- A key limitation of this study is its cross-sectional nature. It is possible that at least certain aspects of leadership and organizational culture, and its impact on KM practices emerge with some kind of time lag. A longitudinal treatment of data might yield additional insights into the impact of leadership behaviors and organizational culture. This study was also unable to actually observe managers interacting with followers. Practical implications -- The results of the study are generally consistent with theoretical predictions based on extant research. Originality/value -- The results of this study provide compelling evidence in support of the moderating role of organizational culture on the relationship between transactional leadership and KM and will be of interest to those in the field. [ABSTRACT FROM AUTHOR]