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Nonaka, I.: A Dynamic Theory of Organizational Knowledge Creation. Organization Science 5(1), 14-37
Abstract
This essay examines elements of a theory of organizational knowledge creation. To this end, a model for the management of the dynamic aspects of organizational knowledge is offered, using hands-on research and practical experience of Japanese firms. Two dimensions are examined to assess the importance of knowledge management: tacit and explicit knowledge. Four modes of knowledge creation through the interaction of tacit and explicit knowledge are presented: 1) socialization; 2) externalization; 3) internalization; and 4) combination. The process of organizational knowledge creation is also described in a corporate organizational setting. The model helps to explain how the knowledge of individuals, organizations, and societies can be enriched through the amplification of tacit and explicit knowledge of each. The key to this process is a joint creation of knowledge by both individuals and organizations. Organizations play an important role in mobilizing the tacit knowledge that individuals possess, as well as providing forums for knowledge creation through socialization, combination, externalization, and internalization. The concept of organizational knowledge creation allows for the development of a perspective that reaches beyond straightforward notions of organizational learning. Practical proposals, such as hypertext and middle-up-down management, are offered as modes of implementing more effective knowledge creation. (CBS)
... Most such ideas arise from some explicit intention to take action by drawing on existing knowledge; they start as vague statements and transform into novel concepts born out of new knowledge (Parmentier et al. 2017;Gay and Szostak 2019). Some of this required knowledge is openly evident and explicit, but other forms of knowledge are unsaid and tacit (Nonaka 1994). Tacit knowledge, or "what we know but cannot say" (Polanyi 1966, p. 4), is not only difficult to express clearly (Nonaka 1994), but actors who possess it also might not realize how it can help solve a problem. ...
... Some of this required knowledge is openly evident and explicit, but other forms of knowledge are unsaid and tacit (Nonaka 1994). Tacit knowledge, or "what we know but cannot say" (Polanyi 1966, p. 4), is not only difficult to express clearly (Nonaka 1994), but actors who possess it also might not realize how it can help solve a problem. Economic and management research acknowledges its relevance for creativity and innovation efforts (e.g., Senker 1995;Becker et al. 2005;Venkitachalam and Busch 2012), though various questions remain to be explored, particularly with regard to how tacit knowledge gets activated in specific contexts. ...
... Nightingale asserts that tacit and codified knowledge represent two kinds of knowledge, making it impossible to transform tacit knowledge into codified knowledge (Dasgupta and David 1994;Cowan and Foray 1995;Cowan et al. 2000). We also note criticisms of Nonaka's (1994;Nonaka and Takeuchi 1995) notion of converting tacit knowledge into explicit knowledge. Tacit knowledge cannot be exhausted and cannot be converted into codified knowledge; rather, it can be reshaped and transformed at will. ...
In turbulent settings, marked by global crises and digital revolutions, innovation remains a crucial and complex challenge for firms. Novel ideas and knowledge dynamics are central to economic and management research on innovation, but the effectiveness of bringing tacit knowledge to bear remains insufficiently explored, particularly on contest-based innovation platforms that firms host in an effort to address their research and innovation challenges. Citing both organizational/evolutionary theory and management insights, the current research suggests a new conceptual approach for combining three types of knowledge: (a) platform innovation contest knowledge, such as insights into the benefits of modularity contests and solvers’ motives; (b) problem-solving and tacit knowledge; and (c) knowledge about the role of corporate creativity. In an initial test of this theoretical approach, involving participants who seek to solve data challenges posted on the Management & Data Science Platform, this study reveals the relevance of a multidisciplinary approach, while also offering in-depth insights into how platforms work. These findings establish key management recommendations for companies that hope to attain the full benefits of individual creativity exhibited on contest-based, online innovation platforms.
... It entails a series of transformational phases in data as encapsulated in the knowledge hierarchy (Jennex, 2017;Nissen, 2002;Tuomi, 1999)data is put into context, and relations are set up to form information. Then, information is structured and imbued with meaning to generate knowledge (Nonaka, 1994;Nonaka, 2007). The philosophical assumptions of data are not central in the current work, such as whether data or knowledge come first or whether knowledge is more important than data. ...
... As data with big data characteristics (Jin et al., 2015) enter and exit an organisational digital environment, the time frame to transform data into knowledge is shrinking, whereas the magnitude of tasks to harness value and knowledge from data is increasing across contexts, spaces, and time. It calls for identifying the complex dynamics of humans, technologies, and organisations to gather, manage, and analyse data to extract valuable business value (Xu et al., 2024) and tacit and explicit knowledge (Choo, 1996;Nonaka, 1994;Nonaka, 2007). However, the prior literature that discusses the recurrent patterns of action (Feldman, 2016;Feldman & Pentland, 2003) of managing and analysing raw data for value (Monino, 2021;Xu et al., 2024) or sifting data for knowledge (Davenport et al., 2001) is scant. ...
... Regarding the study on knowledge management in organisational data analytics systems, an area of further investigation is optimising analytics processes and corresponding routines to turn raw data into tacit and explicit knowledge (Choo, 1996;Nissen, 2002;Nonaka, 1994). The JIT concept is well established in the business and management area. ...
The rapid datafication of society has impacted every aspect of our daily lives. However, the literature and discussions thus far on data are largely techno-centric. The agency and effect of individuals in data ecosystems are either reduced to a mere facilitative role or backgrounded in the data discourses. In this dissertation, data-related activities such as those found in data management and analytics processes were problematised as digital phenomena that await critical examination through the lens of Routine Dynamics theory.
Four studies are presented in this dissertation that investigate how people and technologies enact intricate routines for interoperating data in digital infrastructures; how organisations manage the interplay of humans and technologies for structuring systems and data to implement the single source of truth concept; and how knowledge management models can unpack the intersection of in-house data analytics systems and cloud services in small- and medium-sized organisations to transform raw data into actionable knowledge. The insights from applying Routine Dynamics theory in those first three studies culminated in developing a conceptual model of routines.
The theory-informed problematisation of various data-driven activities in an empirical setting less represented in the scientific literature, such as in the nascent data ecosystem of Bhutan, advances the relevant body of knowledge with fresh perspectives on data management and analytics processes. Similarly, the rich account of data that factors in the role of humans will allow individuals and organisations to reframe narratives on data and enrich their data management and analytics practices in complex data ecosystems.
... Consequently, abusive leadership hampers knowledge utilization and decreases productivity. In this vein, Nonaka's organizational knowledge creation theory (Nonaka, 1994) suggests that workers create, and colleagues share plenty of innovative knowledge. Nonetheless, created or shared pieces of knowledge impact productivity when workers utilize them. ...
... According to the organizational knowledge creation theory, the fundamental purpose of any organization is to create knowledge through sharing and then applying it in relevant contexts to attain competitive advantage (Nonaka, 1994). The knowledge management process comprises knowledge sharing, creation, and utilization (Umer et al., 2023;Shujahat et al., 2019;Kianto et al., 2019). ...
... Finally, knowledge utilization is using existing knowledge in the organization to generate innovative ideas and products (knowledge creation) for sustainable competitive advantage (Umer et al., 2023;Kianto et al., 2019). Nonaka (1994) claims that knowledge cannot be utilized unless shared. Hence, the processes are dependent upon one another. ...
... The SECI model was developed by Ikujiro Nonaka, a prominent Japanese management scholar, to explain how tacit and explicit knowledge interact within organizations to generate new knowledge (Nonaka 1994;Nonaka, Toyama, and Konno 2000). Tacit knowledge refers to the intuitive, experience-based understanding that is difficult to articulate, whereas explicit (formal) knowledge consists of information that can be easily documented, such as manuals (Koizumi 2013). ...
... • Combination: Individual explicit knowledge is shared and systematized across the organization. • Internalization: Explicit organizational knowledge is absorbed by individuals through training (Koizumi 2013;Nonaka 1994). Koizumi (2013) examined employee training at Kagaya, a renowned Japanese inn recognized as Japan's best for hospitality for many years. ...
... El modelo SECI de Nonaka (1994) constituye el fundamento teórico integrador de la GC, destacándose por su naturaleza cíclica que facilita la conversión continua del conocimiento mediante Socialización, Externalización, Combinación e Internalización. Esta espiral cataliza el desarrollo de cinco dimensiones esenciales: identificación, donde convergen elementos teórico-prácticos relacionados con la socialización y el mapeo del conocimiento organizacional (Nonaka y Konno, 1998); conservación, vinculada a externalización y combinación, transformando conocimiento tácito en documentos y bases de datos (Nonaka y Von Krogh, 2009;Saba, 2022); generación, proceso dinámico que impulsa la innovación mediante la integración de múltiples fuentes (Alharbi y Aloud, 2024;Migdadi, 2020); transferencia, donde interactúan factores tecnológicos, culturales y organizacionales (Wijaya y Suasih, 2020;Muhammed y Zaim, 2020); y utilización, fase final donde el conocimiento explícito se transforma en habilidades prácticas aplicadas al contexto organizacional (Nonaka et al., 2000). ...
... La unidad de análisis es una empresa de materiales para construcción en Sinaloa con 19 años de trayectoria, 200 empleados y cinco sucursales, seleccionada por su liderazgo sectorial y transparencia informativa. Para la recolección se adaptó el cuestionario "Diagnóstico-Proceso de Gestión del Conocimiento en las Instituciones de la Administración Pública Federal", Secretaría de la Función Pública (2016), fundamentado en los trabajos de Nonaka (1994) y Nonaka y Takeuchi (1995), aplicándolo virtualmente a seis gerentes de distintas sucursales. La metodología analítica transformó la escala Likert en valores porcentuales (multiplicando cada puntuación por 20), donde "Siempre" (5 puntos) equivale al 100% y "Nunca" (1) al 20%, estableciendo una escala evaluativa de cinco niveles para clasificar el desarrollo: "Muy Alto" (81%-100%), "Alto" (61%-80%), "Moderado" (41%-60%), "Bajo" (21%-40%) y "Muy Bajo" (0%-20%). ...
La investigación analizó la gestión del conocimiento en el sector comercial desde la perspectiva directiva mediante un estudio de caso cualitativo. Se evidenció un desarrollo “Muy Alto” en todas las dimensiones evaluadas y destacó el desempeño del Gerente Comercial 7 (97,8%). Se concluye que la gestión del conocimiento, liderada por directivos competentes, mejora el desempeño organizacional y apoya la sostenibilidad global. Se propone implementar un programa de mentoring interno bajo el liderazgo del gerente con mejores resultados.
... It emphasizes the importance of social interactions, communication, and the creation of shared understanding in the process of knowledge conversion (Nonaka and Takeuchi, 1995). Socialization refers to the process by which individuals interact and learn from one another through methods like observation, imitation, or apprenticeships (Nonaka, 2023). Combination involves merging explicit knowledge through meetings, conversations, or information systems. ...
... Combination involves merging explicit knowledge through meetings, conversations, or information systems. Internalization converts explicit knowledge into tacit knowledge, while externalization transforms tacit knowledge into explicit knowledge (Nonaka, 2023;Nonaka and Takeuchi, 1995). SECI model has been mostly applied in computer science and information technology (Adesina and Ocholla, 2019) and has usually been adopted in KT studies. ...
Software Development Projects (SDPs) in developing economies often experience high failure rates, with the knowledge transfer (KT) behavior of SDP managers being a key challenge. While research on KT behavior is extensive in developed nations, limited studies focus on emerging economies, particularly Nigeria. This study aims to examine the factors influencing KT behavior among SDP managers in Nigeria based of insights from Social Cognitive Theory (SCT) and the SECI model. This study employs a quantitative research approach with multiple regression analysis in SPSS to test the research hypothesis and analyze the relationships among the variables in the proposed model. Data was collected from 160 SDP managers in Nigeria using a structured survey questionnaire. The results indicate that Work Motivation, Trust to Share, Social Interaction, IT Infrastructure, and Security and Privacy significantly influence KT behavior among SDP managers. However, Reciprocity, Social Identity, and Shared Language were found to have no significant impact. These findings suggest that both psychological and technological factors play a vital role in fostering KT behavior, however SDP managers in Nigeria do not regard reciprocal benefit social identity and shared languages as critical factors that influences their KT behaviors. This study provides insights for SDP managers, policymakers, and knowledge management practitioners on the factors that can improve KT behaviors of SDP managers. It emphasizes the need for targeted interventions, such as fostering trust-based collaboration, strengthening IT infrastructure, and ensuring secure knowledge-sharing platforms to enhance KT practices.
... In the context of institutions, knowledge can be shared and transformed among employees within institutions to create new experiences and information that did not exist before [4]. It consists of 2 main categories: tacit and explicit knowledge [5]. Tacit knowledge is any knowledge that exists in human minds, such as thoughts and ideas. ...
... Both kinds of knowledge are not separate from each other. The dynamic process between tacit and explicit knowledge helps share knowledge efficiently [5,7]. ...
Background
Knowledge sharing in medical imaging departments is driven by the need to improve health care services, develop health care professionals’ skills, and reduce repetitive mistakes. It is considered an important step in the implementation of knowledge management solutions. By following a maturity model of knowledge sharing, knowledge-sharing practices can be improved.
Objective
This study aimed to develop a maturity model for knowledge sharing in the medical imaging department to help managers to assess the level of maturity of knowledge-sharing practices. In modern health care institutions, improvements in health care professionals’ skills and health care services are often driven through practicing knowledge-sharing behaviors. Managers can follow the indicators of maturity model of knowledge sharing and its measurements to identify the current level and move to the next level.
Methods
This study was conducted in 4 stages: an overview stage that highlighted the factors that affect knowledge-sharing practices in medical imaging departments; an analysis factor stage that was designed to assess the factors that affect knowledge sharing using a concurrent mixed methods approach (questionnaires and semistructured interviews) in 2 medical imaging departments; a structuring maturity model knowledge sharing stage, where a maturity model of knowledge sharing was developed based on the findings of the first and second stages; and finally, an assessment of reliability and validity stage, where a modified Delphi method was used to obtain consensus among experts on model components to be ready for implantation.
Results
The model presented in this study includes 17 indicators, divided into 11 components. Those components were derived from the findings of the questionnaires and semistructured interviews that were applied in the medical imaging departments. It consisted of 5 maturity levels: initial, aware, defined, managed, and optimized. In each level, measurements were included to help managers assess the current level by answering the questions. On the basis of reliability, the experts reached a consensus agreement on the model’s components in 2 rounds with SD <1.
Conclusions
This maturity model of knowledge sharing in medical imaging departments allows managers and policy makers to measure the maturity level of knowledge sharing in those departments. Although the model has been applied to medical imaging departments, it could easily be modified for application in other institutions.
... In the context of mergers and acquisitions (M&A), KBV provides a framework for understanding the challenges and opportunities associated with the transfer, integration, and application of knowledge during the post-acquisition phase [42]. KBV views the company as a knowledge-processing institution that aims to create value through the management of explicit and tacit knowledge [42][43][44]. In the M&A process, the acquiring company often expects the transfer of technical, operational, or managerial knowledge from the acquired company to strengthen its capabilities. ...
The oil and gas company is a crucial sector due to its significant contribution to the global economy, and its success is heavily dependent on the effective management of human resources. This industry faces unique challenges caused by resource curses, which can negatively impact firm performance, especially in Indonesian oil and gas companies. The strategic human resource management interventions, such as the Ability, Motivation, Opportunity (AMO) framework with HR practices implementation, can mitigate these challenges. Thus, this study aimed to investigate the role of cultural moderation on the relationship between AMO HR practices and knowledge acquisition within the context of the Indonesian state-owned oil and gas company. By using descriptive and explanatory surveys, we obtained data from 348 respondents taken from seven affiliated oil and gas companies such as Pertamina Hulu Rokan, Pertamina Offshore North West Java, Pertamina Offshore Southeast Sumatera, Pertamina Gas Negara, Pertamina Hulu Mahakam, Pertamina Hulu Kalimantan Timur, and Pertamina Hulu Sanga-Sanga. By using correlation analysis, the results show a range of 0.58 to 0.86, respectively. Here, PT Pertamina Hulu Mahakam has the best performance as a benchmark for others to enhance their HR practices in the near future.
... Esse ambiente promove um diálogo aberto e transparente, permitindo um aprendizado mais fluido e eficaz. Assim, a confiança interpessoal é essencial para a aprendizagem informal, pois o compartilhamento de experiências contribui para a construção do conhecimento tácito, representando uma vantagem competitiva para a organização e seus colaboradores (Nonaka, 1994). Incentivar a confiança interpessoal pode ser uma estratégia eficaz para engajar os funcionários e melhorar tanto os resultados individuais quanto os coletivos (Costa et al., 2023). ...
Objetivo: Verificar a relação entre o Suporte à Aprendizagem Informal e a Confiança Interpessoal segundo a percepção de trabalhadores de empresas de TI da região central do Rio Grande do Sul. Método/abordagem: Foi realizada uma pesquisa descritiva, quantitativa, com 215 trabalhadores do setor de TI. Aplicaram-se questionários baseados na Escala de Suporte à Aprendizagem (ESA) e na Medida de Confiança Interpessoal, com validação nacional. Os dados foram organizados no Excel e analisados no SPSS, por meio de estatísticas descritivas, análise fatorial exploratória e correlações. Contribuições teóricas/práticas/sociais: Os resultados indicaram associação positiva entre a confiança nos superiores e o suporte da chefia, bem como entre a confiança nos colegas e o suporte entre pares. Isso demonstra que ambientes com relações de confiança tendem a promover mais suporte à aprendizagem informal, fortalecendo as interações e o desenvolvimento profissional no trabalho. Originalidade/relevância: A pesquisa contribui ao demonstrar como os vínculos de confiança influenciam práticas de aprendizagem informal nas organizações, trazendo implicações para a gestão de pessoas e o estímulo a culturas organizacionais mais colaborativas e inovadoras.
... The OKC theory refers to the process through which organizations generate, share and institutionalize knowledge, driving innovation and competitive advantage. While extensively studied in knowledge management (Nonaka, 1994), research has primarily focused on knowledge creation and exchange rather than leadership's role in sustaining these processes (Abubakar et al., 2019). Understanding how leadership integrates relational and structural mechanisms to foster long-term OKC remains a critical gap. ...
Purpose
The purpose of this study is to examine how transformational leadership (TL) fosters organizational knowledge creation (OKC) through the sequential mediation of quality interpersonal relationships (QIRs) and learning organizations (LOs). While TL’s role in knowledge management and innovation is well-documented, its combined impact on relational and structural mechanisms remains underexplored. By integrating insights from social exchange theory and OKC theory, this study seeks to clarify how TL facilitates sustainable knowledge-sharing processes. Understanding these mechanisms can help organizations develop leadership strategies that enhance both informal and structured knowledge-sharing, ensuring robust knowledge retention and competitive advantage in rapidly changing business environments.
Design/methodology/approach
This study uses a quantitative research approach using survey data from 288 US white-collar employees across various industries. Structural equation modeling (SEM) path analysis was conducted to examine the direct and mediated effects of TL on OKC through QIRs and LOs. The analysis tested a sequential mediation model to assess whether TL enhances interpersonal trust and collaboration (QIRs), which subsequently strengthen structured learning environments (LOs), leading to sustained knowledge.
Findings
The findings of this study confirm that TL positively influences OKC both directly and indirectly through QIRs and LOs. Specifically, TL enhances trust-based collaboration (QIRs), which fosters structured learning environments (LOs), ensuring that knowledge-sharing behaviors become embedded rather than remaining ad hoc. This sequential relationship highlights the interplay between interpersonal and structural mechanisms in knowledge retention.
Originality/value
This study extends existing research by demonstrating how TL simultaneously influences interpersonal and structural mechanisms in knowledge creation. Unlike previous studies that examine trust-based or structured learning environments separately, this study highlights their sequential relationship under TL. By integrating social exchange theory and OKC theory, this study provides a novel perspective on how leadership transforms knowledge sharing from informal interactions into structured, institutionalized processes. The findings offer valuable insights for both scholars and practitioners, emphasizing the role of leadership in balancing relational and structural elements to sustain OKC.
... Although our qualitative analysis reveals significant overlap between the theoretical foundations of recent and foundational topics, a notable shift in emphasis can be observed. There is a growing focus on theories that underscore the role of knowledge in the innovation process (Grant & Baden-Fuller, 2004;Nonaka, 1994). This shift is particularly visible in the open innovation topic, where the literature has moved beyond viewing knowledge as an internal capability. ...
The paper investigates the landscape of digital innovation publications in management and business journals. By integrating bibliometric, topic modeling, and qualitative analyses, we introduce a novel approach to synthesize the foundational, current, and future topics. Analyzing 684 documents, we first identify three foundational topics: digital transformation, digital platform ecosystems, and digital innovation foundations. Second, we reveal ten current topics: digital business model innovation, digital process innovation, digital strategy, digital product innovation, digital capabilities, open innovation, digital platform ecosystems, digital transformation, digital service innovation, and digital innovation adoption. Third, we analyze the theoretical perspectives and foundations that underpin these topics through qualitative interpretation. The paper contributes to digital innovation literature by providing an overarching multi-level framework that links contextual conditions, mechanisms, and outcomes across individual , organizational, and industry levels. Furthermore, it identifies key underlying theories that shape the field and proposes a future research agenda for multidisciplinary theoretical bridging.
... Furthermore, a scoping review [70,71] of literature was carried out on literatures retrieved from the ACM, Scopus, and WoS databases, from 15 th to 21 st March 2022, to identify the scales for each of the mediators and IC constructs in the conceptual model, outside istressors and inhibitors, using each of the construct (or its components) as the search item. The choice of the extracted mediator and IC construct scales selected [72][73][74][75][76][77] were based on comprehensiveness, universality, simplicity, specificity, and (quantitative) psychometric nature. However, for JS, the generic JS scale [78] was adopted because at the time of the review, no JS scale specifically validated for the technology-driven firms in the global context existed, to the best of our knowledge. ...
A modern service firm—a complex interaction of humans, technology, and corporate culture driven by knowledge and digitalization—is susceptible to intellectual stress (istress) as do humans. This is because both have intellectual capability—intellectual capital (IC) for service firms and competence for humans. However, studies on the istress of firms are famished. As with humans, addressing this issue will help improve the value production capability and competitiveness of service firms. This study sets for itself two objectives: (i) identify the intellectual stressors (istressors) and inhibitors of istress on service firms and (ii) develop and validate a model for the diagnosis and management of istress in service firms. Mediating the transactional theory of stress and coping (TTSC) model, a conceptual model was formulated. The candidate constructs and indicators of the model were extracted from the literature via systematic and scoping reviews. These constructs were aggregated and streamlined into a questionnaire consisting of 108 indicator questions. The questionnaire was randomly administered online using Google Forms. A total of 185 (55.89%) valid individual responses were codified and loaded into SmartPLS4 for PLS‐SEM assessments of the conceptual model including its ablated forms. The standard istressors and inhibitors of istress on firms have been validly identified. The istress value for the service industry has been estimated as −0.323. An operational model for service firm’s istress diagnosis and management, christened MISS, has been developed and validated. MISS is capable of reverting istress of service firms from distress to eustress. The MISS implementation guide is also presented.
... The cognitive approach to governance therefore emphasizes the role of knowledge and capabilities, including human capital (know-how, skills, innovation), which can offer a competitive advantage in the dynamics of value creation (Nonaka, 1994;Teece et al., 1997;Baudry, 2003). Value creation requires stakeholders to organize themselves more effectively by sharing knowledge and skills. ...
... These shifts enable firms to break free from the dominant logic and unlock previously overlooked strategic options. Moreover, knowledge sharing and collective cognition also play a critical role, as business model transformation frequently depends on shared learning, internal dialog, and cross-functional interpretation [65]. Furthermore, leaders' cognitive abilities significantly influence the innovation process. ...
Digital technologies are reshaping how firms create, deliver, and capture value, prompting growing interest in digital business model innovation (DBMI). Despite increasing scholarly attention, the existing research remains fragmented and often assumes stable environments, limiting its applicability in today’s complex and dynamic contexts. To address this gap, this study conducts a systematic literature review (SLR) to gather and critically synthesize the fragmented and evolving body of knowledge on DBMI. The review identifies key research perspectives, highlights their underlying assumptions, and reveals the limitations in addressing environmental and knowledge complexity. In response, the paper introduces the knowledge system perspective (KSP) as a novel lens that views DBMI as a knowledge-driven, adaptive process. This perspective advances the DBMI literature by integrating knowledge dynamics and contextual complexity, offering a more robust understanding of how firms navigate digital transformation. The study concludes by outlining future research opportunities and providing practical implications for managing DBMI in turbulent environments.
... The operant resources are typically human (e.g., skills and knowledge of individual employees), organizational (e.g., competencies, routines, control mechanisms, cultural norms, and values), informational (e.g., knowledge about market, technologies, and competitors), and relational (e.g., relationships with customer, competitors, suppliers). Unlike informational resources, knowledge-related resources may take the form of explicit (visible and documented) and tacit (invisible that resides within an individual) [35]. Furthermore, [36] describes tacit knowledge in terms of the two comprising elements: cognitive and technical. ...
In global competition, tangible resources as a differentiating factor of competitive advantage are losing their power. The subject of intangibles and knowledge management is associated with high economic performance and, thereby, becomes increasingly significant in strategy implementation. This article explores how Enterprise Modeling (EM) can be used to mitigate the gap between the theoretical stands on the importance of the intangibles and their practical application. In particular, the study presents the application of the Fractal Enterprise Model (FEM) in strategic resource analysis. This research aims to propose a double-hierarchy resource modeling method using FEM and the patterns developed using this method. Additionally, this article presents an example of the method’s application in a real case. The business situation concerns the structural change within the product development processes in pursuit of strategic leadership. The study deploys the Design Science Research (DSR) methodology and generates new knowledge about EM application in intangible resource management.
This paper aims at identifying the factors influencing the entrepreneurial activity level in Polish municipalities, paying attention to agglomeration, human capital, tourism, and social capital effects. The justification for this study is to determine how these factors affect the number of registered firms, especially in view of the fact that the culture of entrepreneurship is not evenly spread across the municipalities. The linear regression model is developed and tested for the data obtained from the Local Data Bank and Google with major focus on the methodological rigor; logarithmic transformation used to enhance fitness; and specification or heteroscedasticity tests. The results demonstrate that the higher levels of human capital and municipal location in the agglomerations increase the number of entrepreneurs, but the role of the human capital is significant (0.48% of increase in the creation of firms in 1% of higher education). Social capital also exerts a positive influence on the level of entrepreneurship by 0.07% for each percentage increase in this factor, while the influence of tourism is relatively low at 0.02% for each percentage increase in this variable. These related factors reveal some anomalies like the municipalities with negative values from tourism and educational centers. The study contributes a wealth of knowledge regarding the patterns of entrepreneurship within different regions and underpins the significance of human capital, social capital and agglomeration in driving the economy.
This paper critically examines the evolving trends in the modern workplace that are nudging organizations to adopt a talent-centric approach. We argue that conventional Human Resource (HR) practices are generic and implemented across the board and that organizations need to turn to more context-specific, conscious of external factors, and continuously evolving and adaptable HR practices. This paper helps to recast how organizations can realize and derive value from talent. It integrates three diverse and fragmented streams of research in management, i.e., strategic human resource management (SHRM), business intelligence (BI), and knowledge management (KM). Focusing on mechanisms in how organizations, and specifically HR, can incorporate BI and KM in decision-making and develop actionable, talent-related strategies. In doing so, the integrative conceptual framework identifies eight steps that facilitate organizations in realizing their talent-centric approach. Our review provides a solid basis for integrating and creating linkages to the ongoing talent management conversation.
The technological era in which we live reflects the profound transformation that the world is undergoing and the constant need for organisations to adapt to remain competitive. This context brings together different technological scenarios that require a multidisciplinary and attentive approach on the part of organisational psychology, since the process of Knowledge Management goes hand in hand with Industry 4.0 and Artificial Intelligence. In the current chapter, entitled ‘Industry 4.0: Knowledge Management with Artificial Intelligence?’ we propose to analyse the role of Knowledge Management in Industry 4.0 and interrogate the influence of Artificial Intelligence on the Knowledge Management process. A literature review was carried out using PRISMA (Preferred Reporting Items for Systematic Reviews and Meta-Analyses), as well as an analysis of the data collected in a case study, using interviews, focus group and a questionnaire survey on Knowledge Management in Industry 4.0. The era of Industry 4.0 has specific characteristics, directly associated with the incorporation of information technologies into the production process and is seen as a new industrial reality with production models in which equipment, instruments, tools and processes of different kinds are connected and coexist almost autonomously (Junior, G. T., & Saltorato, P. (2018). Impactos da indústria 4.0 na organização do trabalho: uma revisão sistemática da literatura impacts of the industry 4.0 on work organization: a systematic review of the literature, 18(2), 743–769). Our interest was to problematise this technological environment in its connection to the phenomenon of Knowledge Management in an industrial environment.
The increasing popularity of online learning has created a need for effective methods to enhance educational quality. This study addresses this need by developing and evaluating an active online learning model incorporating remote sensing data (RSD). The study included a pedagogical experiment with 181 students divided into control and experimental groups. The model included an interactive database, a web portal with tools for processing and visualizing RSD, and the implementation of active learning methods. Data were collected through testing, analysis of completed projects, and questionnaires. Quantitative and qualitative analysis methods were used to process the data. The pedagogical experiment showed that the model improved students’ average scores, increased the number of students with high levels of knowledge acquisition, and enhanced motivation. Thus, the use of RSD and active learning methods in online education is a promising approach to improve the quality of the educational process and foster students’ digital competence.
Knowledge is critical to business success. But, knowledge, in itself, is not enough to satisfy the vast array of changes in today’s organization. Companies need to be more focused on strategic knowledge management due to the hypercompetitive global environment. There is also a reason that knowledge management studies have failed to disclose the nature of filling the gaps between performance and success. In many instances, there is no direct connection between knowledge management models and today’s changing situations. Companies in general confront challenging situations in which they need to proactively respond to every environmental demand, a more effective knowledge management model can be a basis for understanding and perhaps anticipating these emerging issues. The knowledge-powered management consulting strategy is a necessary precursor to more strategically managing knowledge within today’s organizations. This article is to help management consultants have a better understanding of this new strategy. A knowledge-powered management consulting strategy, that helps management consultants better map the strategic knowledge areas to integrate all organizational components, can increase the chance of overcoming competitive challenges. Organizations need this approach to reach their highest possible potential with a competitive advantage. Much of what we share comes from our consulting experience as senior consultants of McKinsey & Company in the Sydney branch of a Japanese multinational automotive manufacturer.
In this conceptual study, we delve into the intricate relationship between human agency, referred to as “self”, and the process of knowledge creation. Drawing inspiration from Derrida's concept of deconstruction and Levinas's idea of the Other, our research explores how knowledge emerges through the integration of the self with the Other, leading to a continuous process of self‐(de)construction. Building upon Nonaka and Takeuchi's SECI model (1995), which highlights the spiral of socialization, externalization, combination, and internalization in knowledge creation, our model introduces the concept of Exploration of the Other, Interaction with the Other, Combination with the Other, and Self‐(De)construction (EICS). Our study contributes to the existing literature on knowledge creation in two significant ways. Firstly, it integrates a philosophical approach into the understanding of knowledge creation, adding a novel dimension to the existing perspectives. Secondly, it sheds light on the pivotal role of the individual (the self) within the locus of knowledge creation in the context of a knowledge‐based economy.
As globalization deepens, concerns over global fragmentation have intensified, accompanied by rising expectations that the Global South will emerge as a key driver of innovation, competitiveness, advanced markets, and high-quality employment. The widespread diffusion of the Internet and smartphones across developing countries suggests the possibility of leapfrog growth, highlighting the informal economy as a potential source of innovation. Recent developments in generative artificial intelligence (GAI) have further underscored the opportunity for collaborative engagement between developed and developing countries to awaken and harness sleeping innovation resources. This study investigates the dynamism of such international collaboration, focusing on digitalization-related challenges and its contributions to leapfrog growth. The interconnections among Internet usage, smartphone penetration, and economic development are examined, revealing the formation of a self-propagating cycle facilitated by GAI. A mathematical model is constructed to demonstrate the dependency of growth on sleeping resources inherent in the informal economy, which is empirically validated through data from nine African countries. Using the coevolutionary dynamics of Amazon and AWS as a conceptual reference, a novel framework is proposed for international collaborative utilization of sleeping innovation resources, offering new insights into GAI-driven innovation rooted in the informal economy.
In public administration, the demand for a structured knowledge management is grounded in the preference of a performant and service- driven process culture in contrary to common performance goals like economic or organizational efficiency. From the demands of digital transformation, public administration also strives for the operation of adequate software solutions in order to enhance operational speed, selectivity and efficiency. Hence, software- supported Performance Management Systems (PMS) in public service should focus on their ability to foster an integrated knowledge management approach, particularly in the embodiment of a learning space in which information becomes knowledge, a so- called Ba. The result of the contribution is, that today, no specific and suitable software system exists on the market that enables public service to generate and store knowledge and feature learning spaces. Nevertheless, the postulated conceptual framework to enable public administration to design their Ba still can and should be used.
Purpose
This study synthesizes resource-based and knowledge-based theories with organizational learning principles to investigate the intricate relationships between organizational intelligence (OI), organizational resilience capacity (ORC) and financial performance (FP) within the technology-driven dynamics of modern organizations. By addressing the empirical gap, the research reveals the mediating role of ORC and explores the moderating impact of environmental turbulence.
Design/methodology/approach
Drawing on a sample of 318 manufacturing companies in Turkey, this study employs structural equation modeling (SEM) in AMOS to test the formulated hypotheses.
Findings
The study reveals a positive link between OI and ORC, with ORC significantly influencing FP and acting as a full mediator in this relationship. As a dynamic capability, OI notably contributes to financial success. However, when hypothesized to strengthen the OI-ORC link, environmental turbulence unexpectedly weakens this effect, clearly suggesting that heightened turbulence may constrain OI’s role in fostering resilience.
Research limitations/implications
Limited by its cross-sectional nature, the study suggests the need for longitudinal research for deeper insights. Further exploration is warranted for industry-specific applications and understanding leadership’s role in fostering OI and ORC.
Practical implications
Organizations are advised to prioritize the development of OI to enhance ORC. Strategies leveraging OI for ORC can improve decision-making, adaptability and overall financial outcomes.
Originality/value
Bridging gaps in the literature, the study presents a nuanced understanding of OI’s role in fostering ORC and improving FP, presenting implications for organizational strategies in the dynamic landscape shaped by technology. Offering practical insights, it underscores OI as a strategic capability with implications for ORC in turbulent environments.
Purpose
Tacit knowledge, unlike explicit knowledge, is acquired through experiences, trust-based interactions and active learning, making it inherently complex and difficult to transfer. This study aims to examine how the transfer of tacit knowledge in interfirm alliances is influenced by theory of mind and interpersonal trust among key alliance personnel.
Design/methodology/approach
The study analyzes data from 121 interfirm alliances to assess the role of theory of mind and interpersonal trust in facilitating tacit knowledge transfer between partners.
Findings
Both theory of mind and interpersonal trust significantly enhance tacit knowledge transfer. The importance of interpersonal trust for tacit knowledge transfer increases over time, while theory of mind appears to be particularly relevant in younger alliances.
Originality/value
This study addresses a critical gap in the knowledge transfer literature by highlighting how key personnel’s cognitive and relational characteristics shape the transfer of tacit knowledge in interfirm alliances.
This study focuses on the mechanism that influence information sharing in the context of power centralization. The study treats power disparity as the independent variable, knowledge integration capability as the mediator, and information sharing as the dependent variable, with the digital technology application as the moderator, forming a theoretical model. Through empirical analysis of data from two-stage surveys of 562 participants from 75 teams, the study finds that power disparity does not directly promote information sharing and instead has a significant negative effect. However, power disparity positively affects knowledge integration capability, which in turn indirectly promotes information sharing. Additionally, digital technology application plays a significant moderating role in the relationship between power disparity and information sharing: on the one hand, digital technology positively moderates the relationship between power disparity and knowledge integration capability, thereby alleviating the negative effect of power disparity on information sharing; on the other hand, digital technology significantly suppresses the direct negative effect of power disparity on information sharing. These findings not only expand the theoretical boundaries of research on power disparity but also provide valuable insights for enterprises on how to promote information sharing and achieve organizational innovation by optimizing knowledge integration capability and strengthening the use of digital technology within centralized power structures.
Innovation contests incentivize the participants’ to exert effort toward combining (recombining) their existing knowledge to create solutions. In the current work, we consider the case of serial contests, where effort to create solutions for earlier contests can also expand the participant’s knowledge, which can then be valuable in future contests. We develop a novel framework that explicitly includes the generation and utilization of knowledge by participants in knowledge-driven serial innovation contests, and we analyze the implications of this framework for optimal incentive design. Analysis of our model reveals that the efforts expended by participants in a contest can depend on future rewards, especially when learning emerges as a “side effect” of execution effort (i.e., learning while doing). In fact, participants will exert effort in an earlier contest even when its associated reward is zero. In contrast, when explicit knowledge generation effort is feasible (i.e., learning before doing), the contest designer should increase the reward for the earlier contest to prevent participants from postponing their learning. Our model demonstrates that whether one should assign higher reward to the earlier or later contest depends on the mode of learning, the participant pool’s ex ante knowledge, and the transferability of learning from one contest to the next.
This paper was accepted by Ashish Arora, entrepreneurship and innovation.
Supplemental Material: The online appendices are available at https://doi.org/10.1287/mnsc.2022.03369 .
Knowledge is key to firm growth. Managers perform knowledge-based managerial roles that foster firm growth. Surprisingly, little attention has been paid to examine the role of knowledge-based managerial roles in business model innovation (BMI). To fill this gap, the purpose of this study is to examine the impact of knowledge-based managerial roles (interpersonal, informational and decisional) in facilitating BMI within the context of family-owned businesses (FOBs) in Pakistan. This research employed a quantitative research design with a deductive-research approach, and the survey method is used to collect data from FOBs of Pakistan. Data collected were analysed through SPSS 23.0 and Smart PLS 3.0. Structural equation modeling (SEM) is used to test the different relationships proposed between selected variables. Results of study exhibit that knowledge-based managerial roles (IPR, IFR and DCR) have positive and significant associations with both BMI and knowledge-creation process. Further, the knowledge-creation process acts as a partial significant mediator between all three types of Mintzberg managerial roles and BMI. The study presents a novel contribution for government and policymakers to realize the importance of FOBs and create opportunities for their survival and growth that will boost up the economic growth of the country.
Purpose
This study aims to investigate servitization’s impact on firm performance empirically and further explore the underlying causal mechanisms through which this effect operates and examine how heterogeneous factors and industry characteristics moderate this relationship.
Design/methodology/approach
This study leverages the Chinese policy of promoting servitization as a quasi-natural experiment and employs panel data from Chinese listed firms. Utilizing propensity score matching-difference-in-differences methodology, this study examines the effect of servitization on performance enhancement, conducting a series of robustness and endogeneity tests to ensure the validity of the findings. Furthermore, this study also explores mediating, heterogeneous and moderating effects.
Findings
Servitization positively influences firm performance through the mediating channels of enhanced innovation and productivity. This impact exhibits heterogeneity contingent upon servitization type, competitive environment and ownership structure, further moderated by industry characteristics.
Originality/value
This study uses a quasi-natural experiment to examine the impact of servitization on firm performance, providing context for understanding the resource-based view, dynamic capabilities and service-dominant logic. Furthermore, it systematically identifies channels and factors influencing servitization’s effect on performance enhancement and offers robust and comprehensive empirical evidence. This research also provides evidence supporting the crucial role of industrial policy in promoting industrial transformation and development.
Objective: In the face of intensifying globalization and competition, innovative capability has emerged as a crucial metric for evaluating societal competitiveness and adaptability to contemporary challenges. This study seeks to investigate the influence of knowledge sharing on the innovative capacity of university students in Achieving SDGs for Quality Education in Vietnam. Method: The study used both qualitative research methodologies, including in-depth interviews, alongside quantitative analysis via structural equation modeling (SEM). The survey, encompassing 746 university students from various regions of Vietnam - North, Central, and South. Results and Discussion: Research results show that knowledge sharing exerts both a direct and positive influence, as well as an indirect effect on the innovation capacity of university students, mediated by factors such as knowledge acquisition, knowledge autonomy, and psychological capital. Research Implications: The research findings indicate that knowledge acquisition positively influences students' knowledge autonomy. Simultaneously, both knowledge acquisition and self-regulation variables positively influence the psychological capital of university students. Originality/Value: The research findings suggest strategies to enhance students’ innovative capabilities.
The management of indigenous knowledge (IK) through social media networks is one of the most imperative subjects that need to be improved to ensure IK is captured, stored and disseminated effectively and efficiently. Indigenous knowledge is widely known as tacit knowledge and preserved in the human mind, especially in the memories of elders. It has been widely acknowledged that this knowledge is at risk and will become extinct if proper initiatives to capture, store and disseminate IK are not in place in organisations, institutions and information centres.
In South Africa, documenting Indigenous Knowledge Systems (IKS) is a means of safeguarding and preserving these knowledges. Since IKS are tacit, largely passed down over generations and deeply rooted in cultural norms, it can be difficult to accurately document them. Moreover, IKS is in danger of extinction if no actions are taken to ensure their documentation. Due to these challenges, a call for documentation of IKS in universities is necessary and need urgent response. Therefore, the study aims to investigate ways South African universities document IKS. This study used secondary data and drew pre-existing data from academic works such as books, articles and government documents. The results show that there is progress made by universities to document IKS through collaborating with government and other stakeholders. Despite these successes, there are still challenges with IKS documentation, thus the study recommends that other universities join this effort and seek out sustainable strategies to ensure IKS protection and accessibility.
This chapter aims to answer this question: How can indigenous knowledge systems be re-appropriated and protected for the benefit of indigenous knowledge tribes? The chapter utilised literature review to explore the role of intellectual property rights laws, policy frameworks and protocols in the re-appropriation of indigenous knowledge systems in South Africa. The study was guided by the following objectives: the significance of indigenous knowledge among indigenous communities, the effect of cultural appropriation among indigenous communities, the anti-imperialism strategies for the re-appropriation and resignification of indigenous knowledge among indigenous tribes and the role of Intellectual Property Rights laws in the reclamation and protection of indigenous knowledge. Recommendations suggest the need for the protection of indigenous knowledge systems and promote access to indigenous knowledge through re-constitutionalizing rights of intellectual property rights laws, policy and developing standards for ethical professional practice among indigenous tribes.
Abstract
Purpose: This editorial note aims to identify and synthesize the major challenges facing knowledge creation, organization, access, and transfer in contemporary society, with particular focus on issues such as language barriers, the tacit-explicit knowledge divide, disciplinary silos, unstructured knowledge, coding literacy, and the physical-to-digital knowledge gap. It further explores the integrative role of artificial intelligence (AI) in addressing these barriers and enabling more inclusive, accessible, and interconnected knowledge ecosystems.
Methodology: This paper employs a conceptual and interdisciplinary synthesis method, combining insights from knowledge management literature, information science, AI research, and digital transformation case studies. The discussion is framed through an editorial lens suitable for the readership of a multidisciplinary journal and emphasizes both theoretical underpinnings and applied illustrations.
Findings: The paper identifies seven persistent challenges in the knowledge landscape and illustrates how AI technologies—including natural language processing, machine learning, knowledge graphs, and code-generating tools—are actively addressing these challenges. AI is shown to enable multilingual access, surface tacit knowledge, personalize content across cognitive levels, structure unstructured data, democratize programming tasks, facilitate interdisciplinary exchange, and digitize physical knowledge assets. Importantly, the paper also warns against over-reliance on AI without human oversight, ethical reflection, and respect for disciplinary depth.
Conclusion: AI is emerging as both a bridge and amplifier in the knowledge domain. When integrated thoughtfully, it enhances human capacities for learning, collaboration, and decision-making. Nevertheless, solving knowledge challenges requires interdisciplinary coordination, critical human judgment, and a values-based approach to AI deployment.
Value: This editorial provides a comprehensive overview of the fragmented nature of knowledge in the 21st century and highlights how AI can contribute meaningfully to knowledge equity, accessibility, and interdisciplinary innovation. It offers valuable guidance to researchers, educators, and policymakers interested in the future of knowledge systems in an AI-augmented world.
Purpose
Promoting knowledge sharing and preventing knowledge withholding are crucial for organizations. Drawing on organizational support and transformational leadership theories, this study aims to examine how transformational leadership influences knowledge creation, knowledge sharing with other teams and knowledge withholding from other teams, mediated through perceived team communities of practice (CoPs).
Design/methodology/approach
A three-wave questionnaire survey was administered to 444 employees working in various organizations in Japan. Structural equation modeling and a latent moderated structural equation approach were used to test the hypotheses.
Findings
The results indicate that transformational leadership promotes knowledge creation and knowledge sharing with other teams, fully mediated by perceived team CoPs. Moreover, transformational leadership negatively moderates the effect of perceived team CoPs on knowledge withholding from other teams.
Originality/value
This study contributes to the literature by identifying the role of transformational leadership and team CoPs in overcoming knowledge-sharing barriers in organizations.
Taking the context after the COVID-19 pandemic, this study provides important insights into the adaptation strategies of businesses to climate change (CC). Specifically, businesses' decisions to adopt strategies such as business as usual, risk assessment and preparation, bearing and managing risks, or sharing and shifting risks are investigated through the lens of their perception of CC and available internal and external resources. Using the resource-based view and a sample of 335 businesses in the Mekong Delta, Vietnam, this study identifies key factors influencing these adaptation strategies. Partial least squares structural equation modeling and multigroup analysis reveal that small and medium enterprises (SMEs) are more proactive in adopting CC strategies compared to larger enterprises. While there are some limitations in the generalizability of findings with the study's focus on a single region and reliance on cross-sectional data, this study highlights that the COVID-19 pandemic has heightened business awareness of climate change risks, moderating the impact of businesses' perceptions of CC on their adaptation choices. Policy-makers should support SMEs by providing external resources and fostering collaboration to enhance climate resilience , while larger enterprises may require regulatory frameworks to prioritize internal resource allocation for climate adaptation.
Organized anarchies are organizations characterized by problematic preferences, unclear technology, and fluid participation. Recent studies of universities, a familiar form of organized anarchy, suggest that such organizations can be viewed for some purposes as collections of choices looking for problems, issues and feelings looking for decision situations in which they might be aired, solutions looking for issues to which they might be an answer, and decision makers looking for work. These ideas are translated into an explicit computer simulation model of a garbage can decision process. The general implications of such a model are described in terms of five major measures on the process. Possible applications of the model to more narrow predictions are illustrated by an examination of the model's predictions with respect to the effect of adversity on university decision making.
This article outlines the different knowledge functions of metaphors in lay and scientific discourses and proposes a methodology for the development of metaphors to yield deeper organizational scientific knowledge. It argues that the traditional dichotomy between metaphorical and literal languages has led either to an overemphasis or a depreciation of the role of metaphors in organizational science. This dichotomy is unnecessary and unproductive because metaphorical language and literal language are different but not incompatible. Drawing on Beer's suggestions about scientific modeling, this article advances a transformational view of metaphors, which attempts to outline a methodology for the development of metaphorical insights to yield literal identities.
William S Condon is Associate Professor of Psychiatry, the School of Medicine, in the Boston University Medical Center. He received the Doctor of Philosophy degree from the University of Pittsburgh in 1962. His microanalysis of interactional behavior is well known and sets the standard in the field; he is also interested in the macro-organization of behavior.
1. The author acknowledges support from the Grant Foundation and the Medical Foundation (through the Dr. Charles H. Weed Memorial Award), which is the Research and Community Health Agency of United Way of Massachusetts Bay.
2. Sound can actually be segmented to a finer degree than body motion, since the sound track is relatively continuous compared to a film frame, which is the lower limit at which body motion changes can be detected. Reliability studies were carried out between independent judges on the degree of accuracy in determining the onset of speech and nonspeech sounds in relation to frame numbers. There was an exceptionally high degree of accuracy with 98% agreement at half-frame (0.016 second) intervals. This has been replicated several times.
3. This seems to extend to other animals as well. A lion walking or a baboon engaged in threat display move with similar process-unit organizations of change of their bodies. The organization of insect movement has not yet been examined from this perspective.
4. Analyses of sound film of ‘Kung Bushmen suggests a similarly organized rhythmicity, indicating that it may be pan-human.
I have to confess that when I first received the kind invitation from Dr. Probst to participate in a meeting entitled “Management and Self-Organization in Social Systems” I was not quite clear about my role in such a meeting. I am not a stranger to the notion of Self-Organization; but when I considered it in the context of management and, moreover, in the environment of a Hochschule für Wirtschafts- und Sozialwissenschaften, I felt lost. I understand so little about management that already in grade school my teachers complained that this boy is unmanageable. In fact, I had to look “management” up in my dictionary (1). Here I found that it is derived from... “constraining the movement of hands”, having the same root as “to manacle”, that is, putting someone into handcuffs: I was prepared to decline this invitation.
Part I. A Theory of Speech Acts: 1. Methods and scope 2. Expressions, meaning and speech acts 3. The structure of illocutionary acts 4. Reference as a speech act 5. Predication Part II. Some Applications of the Theory: 6. Three fallacies in contemporary philosophy 7. Problems of reference 8. Deriving 'ought' from 'is' Index.
A theory of information is developed in which the informational content of a signal (structure, event) can be specified. This content is expressed by a sentence describing the condition at a source on which the properties of a signal depend in some lawful way. Information, as so defined, though perfectly objective, has the kind of semantic property (intentionality) that seems to be needed for an analysis of cognition. Perceptual knowledge is an information-dependent internal state with a content corresponding to the information producing it. This picture of knowledge captures most of what makes knowledge an important cpistcmological notion. It also avoids many of the problems infecting traditional justificational accounts of knowledge (knowledge as [justified, true belief’). Our information pickup systems are characterized in terms of the way they encode incoming information (perception) for further cognitive processing. Our perceptual experience is distinguished from our perceptual beliefs by the different way sensory information is encoded in these internal structures. Our ropositional attitudes – those (unlike knowledge) having a content that can be either true or false (e.g., belief) – are described in terms of the way internal (presumably neural) structures acquire during learning a certain information-carrying role. The content of these structures (whether true or false) is identified with the kind of information they were developed to carry
This research focuses on the problem of acquiring strategic knowledge-knowledge used by an agent to decide what action to perform next. Strategic knowledge is especially difficult to acquire from experts by conventional methods, and it is typically implemented with low-level primitives by a knowledge engineer. This dissertation presents a method for partially automating the acquisition of strategic knowledge from experts. The method consists of a representation for strategic knowledge, a technique for eliciting strategy from experts, and a learning procedure for transforming the information elicited from experts into operational and general form. The knowledge representation is formulated as strategy rules that associate strategic situations with equivalence classes of appropriate actions. The elicitation technique is based on a language of justifications with which the expert explains why a knowledge system should have chosen a particular action in a specific strategic situation. The learning procedure generates strategy rules from expert justifications in training cases, and generalizes newly-formed rules using syntactic induction operators. The knowledge acquisition procedure is embodied in an interactive program called ASK, which actively elicits justifications and new terms from the expert and generates operational strategy rules. ASK has been used by physicians to extend the strategic knowledge for a chest pain diagnosis application and by knowledge engineers to build a general strategy for the task of prospective diagnosis. A major conclusion is that expressive power can be traded for acquirability. By restricting the form of the representation of strategic knowledge, ASK can present a comprehensible knowledge elicitation medium to the expert and employ well-understood syntactic generalization operations to learn from the expert's explanations.
The closing decades of the twentieth century have been characterized as a period of disruption and discontinuity in which the structure and meaning of economy, polity, and society have been radically altered. In this volume Peter Drucker focuses with great clarity and perception on the forces of change that are transforming the economic landscape and creating tomorrow's society. Drucker discerns four major areas of discontinuity underlying contemporary social and cultural reality. These are: (1) the explosion of new technologies resulting in major new industries; (2) the change from an international to a world economy--an economy that presently lacks policy, theory, and institutions; (3) a new sociopolitical reality of pluralistic institutions that poses drastic political, philosophical, and spritual challenges; and (4) the new universe of knowledge based on mass education and its implications in work, leisure, and leadership. Peter Drucker brings to this work an intimate knowledge and objective view of the particular and general. The Age of Discontinuity is a fascinating and important blueprint for shaping a future already very much with us.
Since my thesis is that cognitive science and the intentional notions of folk psychology are ill suited to each other, my argument, falls naturally into two parts. In Part I of the book I take a careful analytical look at the workings of the folk psychological notion of belief, noting problems with earlier portraits of the notion and developing a detailed account of just what we are saying of a person when we ascribe a belief to him. In Part II I set out the case against invoking the folk psychological notion of belief in cognitive science and present a critical survey of the arguments offered by those who think cognitive science and folk psychology are well matched. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The hypothesis of the study was that the domains of color and form are structured into nonarbitrary, semantic categories which develop around perceptually salient “natural prototypes.” Categories which reflected such an organization (where the presumed natural prototypes were central tendencies of the categories) and categories which violated the organization (natural prototypes peripheral) were taught to a total of 162 members of a Stone Age culture which did not initially have hue or geometric-form concepts. In both domains, the presumed “natural” categories were consistently easier to learn than the “distorted” categories. Even when not central, natural prototype stimuli tended to be more rapidly learned and more often chosen as the most typical example of the category than were other stimuli. Implications for general differences between natural categories and the artificial categories of concept formation research were discussed.
What is the problem we wish to solve when we try to construct a rational economic order? On certain familiar assumptions the answer is simple enough. If we possess all the relevant information, if we can start out from a given system of preferences, and if we command complete knowledge of available means, the problem which remains is purely one of logic. That is, the answer to the question of what is the best use of the available means is implicit in our assumptions. The conditions which the solution of this optimum problem must satisfy have been fully worked out and can be stated best in mathematical form: put at their briefest, they are that the marginal rates of substitution between any two commodities or factors must be the same in all their different uses. This, however, is emphatically not the economic problem which society faces. And the economic calculus which we have developed to solve this logical problem, though an important step toward the solution of the economic problem of society, does not yet provide an answer to it. The reason for this is that the “data” from which the economic calculus starts are never for the whole society “given” to a single mind which could work out the implications, and can never be so given. The peculiar character of the problem of a rational economic order is determined precisely by the fact that the knowledge of the circumstances of which we must make use never exists in concentrated or integrated form but solely as the dispersed bits of incomplete and frequently contradictory knowledge which all the separate individuals possess.
Reissued as The Design of Everyday Things in 1990. Author's website : http://www.jnd.org
Recent ethnographic studies of workplace practices indicate that the ways people actually work usually differ fundamentally from the way organizations describe that work in manuals, training programs, organizational charts, and job descriptions. Nevertheless, organizations tend to rely on the latter in their attempts to understand and improve work practice. We examine one such study. We then relate its conclusions to compatible investigations of learning and of innovation to argue that conventional descriptions of jobs mask not only the ways people work, but also significant learning and innovation generated in the informal communities-of-practice in which they work. By reassessing work, learning, and innovation in the context of actual communities and actual practices, we suggest that the connections between these three become apparent. Witha unified view of working, learning, and innovating, it should be possible to reconceive of and redesign organizations to improve all three.
John Searle's Speech Acts (1969) and Expression and Meaning (1979) developed a highly original and influential approach to the study of language. But behind both works lay the assumption that the philosophy of language is in the end a branch of the philosophy of the mind: speech acts are forms of human action and represent just one example of the mind's capacity to relate the human organism to the world. The present book is concerned with these biologically fundamental capacities, and, though third in the sequence, in effect it provides the philosophical foundations for the other two. Intentionality is taken to be the crucial mental phenomenon, and its analysis involves wide-ranging discussions of perception, action, causation, meaning, and reference. In all these areas John Searle has original and stimulating views. He ends with a resolution of the 'mind-body' problem.
Incluye bibliografía e índice
Collaboration is a fundamental yet underappreciated force in business, the arts and sciences, stresses Schrage, columnist for the Los Angeles Times. Most organizations, he observes, lack structures that allow people to pool their talents creatively. In place of the bastardized American notion of "teamwork," he advocates genuine collaborative interaction aided by "shared spaces" like blackboards or brainstorming sessions. One chapter demonstrates how shared computer screens can reduce the politics and boredom of corporate meetings. Though he sometimes belabors the obvious, Schrage has written a trailblazing guide to help people in diverse fields move from mere communication to true collaboration.
This paper has been with the author for 1 revision
- Y Accepted By Are
- Lewin
Accepted by Are Y. Lewin; received December 1992. This paper has been with the author for 1 revision.
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