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The Knowledge Creating Company
Abstract
Ikujiro Nonaka e Hirotaka Takeuchi establecen una vinculación del desempeño de las empresas japonesas con su capacidad para crear conocimiento y emplearlo en la producción de productos y tecnologías exitosas en el mercado. Los autores explican que hay dos tipos de conocimiento: el explícito, contenido en manuales y procedimientos, y el tácito, aprendido mediante la experiencia y comunicado, de manera indirecta, en forma de metáforas y analogías. Mientras los administradores estadounidenses se concentran en el conocimiento explícito, los japoneses lo hacen en el tácito y la clave de su éxito estriba en que han aprendido a convertir el conocimiento tácito en explícito. Finalmente, muestran que el mejor estilo administrativo para crear conocimiento es el que ellos denominan centro-arriba-abajo, en el que los gerentes de niveles intermedios son un puente entre los ideales de la alta dirección y la realidad caótica de los niveles inferiores.
... Tacit knowledge is highly personal (Nonaka, 1991) knowledge of a consultant. It is unstructured, hard to formalize and, therefore, difficult to communicate to others. ...
... The other type of knowledge that resides in the consulting organization is explicit knowledge and if captured and recorded, can be codified. Nonaka (1991) argues that explicit knowledge is formal and systematic and thus, can be easily communicated and shared. Experts have recognized different form of explicit knowledge, patents are one form of codified knowledge, and other similar examples are reports, e-mails, personal web pages, and other consultant's written documents. ...
... Expert systems and artificial intelligent systems can play a limited role in the codification of human knowledge (Davenport & Prusak, 1998) but are effective tools in facilitating organizational learning process. Nonaka (1991) explains that the main job of decision makers in the knowledge-creating company is to orient this chaos towards purposeful knowledge creation. Decision-makers, mostly senior executives or experts understand the business processes and thus, may help in recognizing the pattern of knowledge creation to translate it into a conceptual framework that helps consultants' to separate their tacit and explicit experiences. ...
... The cornerstone of creating knowledge represents knowledge capital. In accordance to the theory of dynamic organizational knowledge creation (Nonaka, Takeuchi, 1995) the authors (Nonaka, Toyama, Konno, 2000) established the important role of four categories of knowledge assets that will enable the process of creating new knowledge. In this study, which was conduct among Slovenian small and medium-sized businesses (SMEs) we checked the existence of four knowledge assets categories: knowledge assets experience KA, the conceptual KA, routine KA, systemic KA. ...
... Davenport and Prusak (1998) define it as a changing set of experiences, values, contextual information, their own beliefs, which represent the framework for evaluating and incorporating new knowledge and information. Knowledge is not just a collection of data and information (Davenport, Prusak, 1998), it occurs when the data and information are transform through the process and contextualized in the social interaction between individuals and organizations and are interpreted by the individual (Nonaka, Takeuchi, 1995;Nonaka, Toyama, Konno, 2000;Chou, He, 2004). Knowledge is collected in the organization, or in its flows (Dierickx, Cool, 1989 andThornhill, 2006). ...
... In the meantime, explicit knowledge can be stored, coded, collected and transmitted. Tacit knowledge is transformed into explicit and vice versa through the processes of socialization, externalization, combination and internalization (Nonaka, Takeuchi, 1995). ...
Knowledge is a strategic, high-quality source of power. Knowledge assets – technological and human capital – have been recognized as key resource for sustaining competitive advantage in a dynamic turbulent environment. Past research argued that knowledge is important to facilitate and leverage knowledge assets. Most of the firm’s knowledge and skills reside in its human capital, often in tacit and explicit knowledge. Existing knowledge is not enough to be competitive on the future market. Firms must collect, disseminate and create knowledge capital. According to the theory of dynamic organization knowledge creation (SECI; processes of socialization, externalization, combination and internalization), knowledge assets are the key elements that facilitate knowledge creation processes. Knowledge can be created on personal / organizational level, and also externally, such as with customers, partners and suppliers. Nonaka, Toyama and Konno (2005) identified four dimensions of construct of organizational knowledge capital: experimental knowledge assets, conceptual knowledge assets, routine knowledge assets and system knowledge assets. Each form of knowledge has specific individual support in process of knowledge creation. The firms needs vision and synchronized entire team. This paper employed a survey instrument and collected data in Slovenia. Our research confirmed Nonaka, Toyama and Konno (2005) research, we confirmed all four dimensions of organizational knowledge capital. Total 195 responses were analysed. The study shows importance to create learning environment, networking between professionals, to build trust encourage open, share / disseminate knowledge and create new knowledge.
... Therefore, it is essential to study and analyze the incidences of knowledge conversion in the routines of exporting company collaborators in Boyacá to understand the factors that can help to improve the flow of knowledge conversion according to the characteristics and environment of the organization. The knowledge spiral is undoubtedly the model that presents the main variables used to determine the relationships between knowledge management and routines, i.e., socialization, internalization, combination, and externalization [12]. Routines are also classified into operational routines and search routines, which are intended to generate current revenues and increase profits in the future, respectively [5]. ...
... Consequently, the two types of knowledge have been developed throughout history by individuals and/or collaborators. Therefore, the relationship between tacit and explicit knowledge configures the characteristics of the knowledge conversion model [12]. ...
... An instrument was built according to the theory of organizational knowledge creation, which organizationally expands the knowledge created by people and connects it to the knowledge system of an organization, where tacit and explicit knowledge interact dynamically [12]. This instrument was implemented as a scale, considering the forgotten effects theory, since the intention of the study was to establish a causal relationship and to identify forgotten elements that are apparently not related [44][45][46]. ...
The department of Boyacá accounts for only 0.93% of national exports, which means that the participation of exporting companies in the region is low. One of the most important factors within these organizations is the knowledge of the collaborators, since it is an asset that contributes to the daily activities carried out within an organization. Hence, the objective of this research was to analyze the incidence of the forgotten factors in knowledge management through the conversion of knowledge and the routines of the personnel in Boyacá's exporting companies, by means of causal analysis using fuzzy methodologies. The participants are exporting activity collaborators in the companies, who were consulted as sources of information for the Boyacá chamber of commerce. For the treatment, the forgotten effects theory, the experton method, and the adequacy coefficient are used. The information collected is processed using FuzzyLog software. The findings highlight that there are forgotten factors between the knowledge conversion and routines related to informal communication and social interactions. It is worth noting that it is important to carry out a more in-depth analysis of each of the individual knowledge spiral pillars in exporting companies in different regions of the country, focusing on social interactions (linguistic expression) and informal communication (electronic meetings).
... Another empirical research carried out by the same author on 16 Swedish companies with low and medium technological content reveals that tacit knowledge is almost as decisive as R&D activity. In Japan, tacit knowledge represents about 80-90% of general knowledge (Nonaka and Takeuchi, 1995). In contrast, in Algeria, since the beginning of the 1980s 1 , the loss of knowledge heritage was initiated in Algerian industrial SME with the policy of organic and financial restructuring of the public enterprises. ...
... This system that is based on the hierarchy scale, in a unilateral direction (high-low) does not give any special attention to the ideas held by the subordinates, considering the economic decision that remains usually centralized. Such economic circumstances show that the knowledge acquired by the workers is unexploited by the head office (Nonaka and Takeuchi, 1995). Consequently, the control techniques of the production apparatus and marketing become obsolete and do not correspond to the unrestrained rate of innovation. ...
... There exist two types of knowledge in terms of return to professional experience: explicit knowledge and tacit knowledge. In this typology, explicit knowledge is defined as being easily written, coded to explain or understood (Sobol and Lei, 1994); as it is also specified by the easiness of articulation, re-use and transmission (Nonaka and Takeuchi, 1995). This kind of knowledge can be communicated by its owner to another person in form of symbols. ...
With the emergence of the evolutionary approach, tacit knowledge gained greater significance as a new internal resource of competitiveness of companies. This paper, through the research undertaken on industrial SME in Algeria, attempts to highlight the continuous loss of knowledge capital. Thus, it exposes the three elements on which tacit knowledge has been developed: professional experience, learning through practice and routines. It also suggests the need for adopting a new model of growth likely to exploit remaining tacit knowledge accumulated over the last years to adapt with the oil revenue issues in which the Algerian industrial SME is encrusted.
... Knowledge is information that is action oriented and ready to apply to decisions (Davenport et al., 1998, Nonaka, 1994. Nonaka and Takeuchi (1995) state that knowledge is created, integrated and applied in specific organizational contexts. Nonaka, Konno and Toyama (2001) suggest the theory of continuous self-transcending process of knowledge creation. ...
... Tacit knowledge is deeply rooted in an individual's actions and experience as well as in the ideals, values, or emotions he or she embraces." Nonaka and Takeuchi (1995) argue that knowledge creation is a spiraling process in which knowledge is continuously created and re-created within the work team and the organization. Nonaka, Konno and Toyama (2001) suggest four phases of knowledge creation cycle; socialization, externalization, combination and internalization. ...
... Fuente de ventaja competitiva que, a través de la retroalimentación, permite a la organización generar un mejor posicionamiento en el mercado, y por ende mejor (Nonaka, 1991 La gestión del conocimiento cuenta con diversas perspectivas, podemos citar la perspectiva de administración, la cual se enfoca desde la organización empresarial estratégica, el trabajo bajo la perspectiva del sistema de gestión y operativo, y por último la perspectiva de redes de práctica y grupos informales. (Dorhofer, 2012) Perspectivas de la gestión del conocimiento. ...
... La evolución conceptual permite comprender que el conocimiento se puede concebir como una herramienta de innovación que, a través de la realimentación y la retroalimentación, permite a las entidades públicas y privadas generar una ventaja competitiva ante el mercado y así lograr un posicionamiento óptimo en el mismo (Nonaka, 1991). Por otro lado, permite identificar la gestión del conocimiento como una estrategia empresarial, cuyo objetivo es garantizar que éste sea transmitido a las personas adecuadas en el momento oportuno, para que la organización cumpla con su misión (Ordoñez de Pablos, 1999). ...
El artículo analiza la epistemología y evolución del conocimiento como concepto y variable clave en las organizaciones. Se propone una revisión del ejercicio de aprendizaje individual y organizacional de los datos hasta el conocimiento, así como la evolución conceptual desde el siglo XX. Finalmente, se revisan las variables clave de la gestión del conocimiento y su relación con el desarrollo de las tecnologías de la información y la comunicación.
... Stvaranje novog znanja i, moaeda Ëak i vaaenije, koriπtenje postojeÊeg znanja koje se nalazi u organizaciji [32] treba postati srediπnji element suvremene poslovne strategije HEP-a. ...
... Creating new knowledge and, perhaps more importantly, utilising the available knowledge that is there in the organisation [32], should become the central element of the contemporary business strategy of HEP. ...
On the basis of the main aspects of modern economic development (globalisation, deregulation, exponential increase in technological changes), the article presents the position of HEP considering the local requirements for and joining the EU with regard to the directives on setting up common rules for the European electricity and gas market. The connection between the vision and the mission of the company and the strategy of development with the help of knowledge management is explained. Experience of European electric companies in knowledge management are presented and the necessity to build a single European system of information about energy research and technological development is commented on. The article also presents the basic aspects of HEP’s knowledge management strategy that is to enable its further transformation into a strong market-oriented company, promoting improvement and innovation in achieving the maximum quality on a profitable basis.
... En cuanto al modelo de gestión del conocimiento se utilizará el modelo propuesto en [11], quizás un esquema altamente utilizado y aprobado para la captación de conocimiento, ya que de la misma manera plantea la solución para creación de conocimiento, para entenderlo, difundirlo y manejarlo correctamente. ...
... El modelo de Nonaka y Takeuchi [11] se basa en la Socialización, Exteriorización, Combinación e Interiorización, para la conversión del conocimiento, este modelo lleva el proceso de interacción entre el conocimiento tácito y explícito que tiene naturaleza dinámica y continua, el cual pondrá énfasis en la tecnología utilizada para las bases de datos, aplicaciones, herramientas de colaboración y el conocimiento construido como estrategia generadora de valor organizacional, en la ...
This work describes the process of creating an ontology, which will help to manage, share and model the knowledge of users of an institution or organization, from another point of view we seek that the ontology contributes to the management and recording of the experiences of each user. To carry out the preliminary ontological development, descriptive and field research was carried out using data collection techniques (surveys) in order to obtain the needs that may arise in an organization in the field of research. As for the development, the design of the Canvas business model was applied, the intellectual capital that the whole process will have was identified, and the design of the SECI model was carried out, which has allowed the body of knowledge to be represented. In order to continue with the application of the Methontology methodology and to design the ontology in the Protégé platform, which is a free software that allows the construction and development of ontologies, as well as allowing the use of reasoners and schemes that evaluate consistency.
... 2.1 From knowledge creation to knowledge co-creation KBV assumes that organizations transfer, sequence and routine the knowledge within their firms to develop a firm's quality goods and services (Grant, 1996). Based on KBV, knowledge is one of the most important strategic resources of SMEs (Nonaka, 2007;Coyte et al., 2012). Successful SMEs consistently search for new knowledge, synthesize it with their existing stock of knowledge (Hutchison and Quintas, 2008) and embody the resultant knowledge in their products and services (Coyte et al., 2012). ...
Purpose-The purpose of this paper is to explore how small and medium-sized enterprises (SMEs) in China leverage their strengths to engage stakeholders in knowledge co-creation processes and get mutual benefit via knowledge-based view (KBV).
Design/methodology/approach-Based on KBV, the authors conduct a multiple-case study of five SMEs in China to embrace the knowledge co-creation practice using semi-structured interview, organizational documents and onsite observation.
Findings-This study highlights how SMEs leverage their strengths to engage stakeholder to co-create knowledge and practice for the better capturing and utilization of external and internal knowledge. The authors identify three processes of knowledge co-creation for SMEs based on knowledge sharing, knowledge integration and knowledge application in the B2B context. This study finds that SMEs engage their stakeholders in knowledge sharing by building and maintaining trust. The knowledge integration process was driven by the owner's openness. Mutual learning facilitates the knowledge application process of SMEs.
Research limitations/implications-This study relies on a limited number of case studies and considers only firms' perspective to analyze the SMEs co-create knowledge with their stakeholders. Further studies could examine the challenge of knowledge co-creation in multiple stakeholders' relationships in B2B contexts, i.e. in relation to product and service innovation with complexity and uncertainly.
Practical implications-Managers need to make choices when designing knowledge co-creation process in collaborative product development activities. The use of online and offline approaches can help balance requirements in terms of joint problem-solving across firms, the efficiency of knowledge co-creation and effective of knowledge leakage.
Originality/value-The conceptualization of knowledge co-creation as knowledge sharing and knowledge integration and knowledge application extends existing perspective on knowledge co-creation as either a transfer of knowledge or as revealing the novel situation of pertinent knowledge with entirely assimilate it. The findings point to the complexity of knowledge co-creation as a process influenced by stakeholder engagement, perspectives on knowledge, trust of multiple stakeholders, openness of firm boundaries and mutual learning of SMEs with their stakeholders.
... SCA is based on ownership, use and exploitation of resources that are valuable, rare, and difficult to imitate (Conner, 1991;Mahoney, 2001). Mahoney (2001) considers that within RT we can find different approaches, from "resource-based view" (RBV) (Barney, 1991;Wernerfeldt, 1984), the theory based on competences (Eisenhardt & Martin, 2000;Hamel & Prahalad, 1990), the "first move advantage" approach (Lieberman & Montgomery, 1988) and knowledge-based theory (Grant, 1996;Makadok, 1998;Nonaka, 1991Nonaka, , 1994Spender, 1989). ...
The process to choose strategic decisions depends on the environment uncertainty and internal factors. The balance between approaches to the strategic process varies from an outside-in (position logic, or opportunity logic) or an inside-out view (leverage logic) that has underlying different duration conceptions of competitive advantage. Changes at environment factors through dynamism or complexity generate different environment types, and these facts require different strategic logics according to Bingham and Eisenhardt model. This exploratory study is an insight through literature-based investigation and tries to explain, when the organization faces stable and moderate environments, the competitive advantage could be sustainable (SCA), and when the environment conditions turn to turbulent, the competitive advantage becomes temporary (TCA). These different environment typologies faced by companies have different consequences over competitive advantage. These circumstances may request distinct management systems and have a distinct impact over their long-term results.
... They deemed that more ceremonial and prescribed knowledge sharing activities are appropriate for the formal mode. These activities are important in the transition of tacit knowledge to explicit knowledge or vice versa (Weick, Sutcliffe, & Obstfeid, 2005;Nonaka, 1998) Given the diverse trainings that ALS IMs participate in, they claimed that technical knowledge characterized by knowledge in all subject areas, integration of learning strands, content and pedagogical knowledge, and andragogy teaching as the most essential expertise that they must possess. Aside from this, the IMs believe that attributes like caring, patience, dedication, and passion should also be possessed so as to fulfill their function in ALS. ...
The paper determined the human-centered assets of Alternative Learning System-Dasmariñas's instructional managers to establish points for a training program using survey and interviews. It was established that instructional managers need to exhibit knowledge beyond their expertise given the nature of the Alternative Learning System (ALS) and teaching assignments. Instructional Managers are familiar with the mission-vision of ALS but exhibited incongruencies as regards program implementation both in implementing its nonformal mode and external engagements. It is discerned that clarifying the mission-vision and conducting training programs for organizational concerns should be done. Instructional Managers should be trained in the planning and implementation of learning materials, institution of linkages and partnerships, and levelling of internal practices.
... Mais ils reconnaissent également le rôle important que joue l'interaction entre l'individu et l'entreprise dans la création du savoir organisationnel, ainsi que le rôle important que joue le groupe pour faciliter cette interaction.L'approche japonaise souligne également la nature de la connaissance en tant que « croyance justifiée » 102 .Ils reconnaissent que la connaissance tacite peut être exprimée en mots, en chiffres, et organisée. Les cadres intermédiaires ont donc un rôle clé à jouer dans la création du savoir, car les cadres supérieurs fournissent le sens, l'orientation et la vision, et ce sont les cadres intermédiaires qui servent de pont avec les travailleurs de première ligne(Takeuchi 2006, Nonaka 2007.Mori (2002) suit l'idée deBird & al. (1999), selon laquelle le siège régional occupe un poste approprié pour créer et acquérir ces connaissances au profit de la maison mère japonaise.Puisqu'elles développent de nouveaux marchés, accumulent et transfert des connaissances sur les opérations, ces filiales ont besoin d'être intégrées au marché local, pour devenir « insider ». Cependant, comme le personnel expatrié japonais, à la tête des filiales a tendance à alterner régulièrement entre tous les postes -ce qui confirme leur vision généraliste du travail 103 ...
Cette thèse s'intéresse aux relations organisationnelles des entreprises multinationales (EMN), dans leur processus de régionalisation. Si la majorité des travaux en Stratégie Internationale mettent en lumière, la relation partant de la maison-mère vers la fille, ce travail veut démontrer qu'il existerait une relation inverse dont l'impact tend à influencer la stratégie globale de l'organisation multinationale.Contrairement à ce qui existe dans la littérature en Management International et en Management Stratégique, le projet se préoccupe des dynamiques comportementales ; entre autres, comment le comportement entrepreneurial des filiales modifie les modalités de coordination initiales des sièges internationaux.En se référant à une logique institutionnelle, encastrée par un ensemble d'acteurs et de facteurs propres à l'environnement d'accueil, la démarche empirique se focalise sur le cas de sièges régionaux (RHQ) japonais opérant dans les secteurs automobile et électronique du marché économique européen.L'ambition de cette démarche, soutenu par un raisonnement qualitatif devrait, nous aider à mettre en lumière les conditions favorables pour des initiatives prises par ces RHQ et comment elles amélioreraient la coordination existante entre la maison-mère et la filiale.
... Dalam literatur yang berkaitan dengan Knowledge Management, ada banyak definisi pengetahuan dari para pakar. Menurut pandangan Nonaka & Hirotaka (1995), definisi klasik pengetahuan yaitu keyakinan dan kepercayaan yang dibenarkan (A true, justified conviction or belief). Dalam konteks ini, pengetahuan lebih mengacu pada fakta-fakta, aturan pendapat dan temuan. ...
Sektor publik harus terus berbenah, salah satunya melalui penciptaan inovasi. Inovasi dalam sektor publik dilakukan melalui penciptaan ide yang tidak terlepas dari proses berbagi pengetahuan (knowledge sharing). Sayangnya, belum banyak instansi publik yang menerapkan manajemen pengetahuan dengan baik dengan memanfaatkan penggunaan kemajuan teknologi informasi serta faktor- faktor lainnya. Tujuan penelitian ini adalah untuk menguji pengaruh budaya organisasi dan struktur organisasi terhadap kapabilitas knowledge sharing di PT. Perusahaan Listrik Negara (PLN) Area Yogyakarta dengan memasukkan faktor teknologi informasi sebagai variabel intervening. Metode yang digunakan dalam penelitian ini adalah metode kuantitatif dengan menggunakan kuesioner sebagai data primer. Hasil penelitian menunjukkan bahwa penggunaan teknologi informasi memediasi pengaruh budaya organisasi terhadap kapabilitas knowledge sharing tetapi tidak memediasi pengaruh struktur organisasi terhadap kapabilitas knowledge sharing. Implikasi praktis penelitian ini adalah PT. PLN perlu memaksimalkan pemanfaatan teknologi informasi dengan tetap menjaga budaya dan iklim organisasi yang kondusif untuk peningkatan kapabilitas knowledge sharing.
... In addition, the innovation plays a role in making entrepreneurial success. Nonaka & Takeuchi (1995) discussed knowledge management as the management of creating new knowledge using prior knowledge and experience in a systematic way to develop innovations and to create competitive advantages. McAdam (2000) introduced an innovative knowledge management model that consisted of 4 knowledge management processes; knowledge building, spread of knowledge, knowledge gathering, and the use of knowledge. ...
As food industry is the basic industry of Thailand generating the top gross domestic product income of the country, this research aims to explore the approaches to used innovations in the Thai food industry to sustainably enhance competitiveness. The mixed research methods were used. The qualitative research was conducted with the in-depth interview techniques to find factors to develop into a model. The next sequence was the quantitative research collecting data from a sample of 500 people who were entrepreneurs in Thai food industry to develop and analyze the model. Lastly, the qualitative research was conducted with group discussion techniques to verify the validity of the model. The results of the simulation analysis revealed that to be consistent with the empirical data and hypothesis testing results. It was found that the knowledge management aspect directly influenced the information management aspect. It also directly influenced the innovation management and gave direct influence on the competitiveness significantly at the 0.001 level. The innovation management directly influenced competitiveness significantly at the 0.001 level. It could be concluded that the application of innovation to enhance competitiveness should start with knowledge management because knowledge management was an important factor in creating the organizational innovation.
... Основным, но не единственным инструментом реализации проактивного поведения становится риск-менеджмент [Бартон, Шенкир, Уокер, 2003;Качалов, 2011;Сиразетдинова, 2012;Скрипко, 2016;Covello, Mumpower, 1985;Slovic, 1987;Beck, 1992;Kunreuther, Slovic, 1996;Francis, Armstrong, 2003], реализация которого включается в качестве обязательных требований практически во все стандарты ISO на системы менеджмента, а в организации ISO открыт отдельный технический комитет по вопросам, связанным со стандартизаций управления рисками. Кроме риск-менеджмента в системы управления качеством включаются элементы стратегического управления и управления знаниями для достижения максимального становление взглядов на менеджмент качества эффекта предвидения в реализации проактивного поведения [Нордстрем, Риддерстале, 2001;Гроув, 2003;Катькало, 2003;де Гиус, 2004;Коллинз, Поррас, 2004;Сенге, 2004;Макаров, 2005;Йоффи, Кусумано, 2016;Nonaka, 1991;Fulford, Rizzo, 2009]. ...
The article analyzes and discusses different approaches to the periodization of scientific research on quality management problems that appeared over the last 120 years. Based on the analysis, the study proposes the author’s model of this scientific field development which includes three stages and describes each of them. The issues of periodization of the evolution of scientific knowledge are not popular and do not carry a practical orientation, however, without the systematization of the studied issues, it is impossible to understand the mechanisms of the emergence of new ideas, to assess the prospects and a long-term use of them as well as to predict the development of scientific fields. The consideration of the history of the development of quality management, which includes more than one century of doing various studies, is no exception. However, there is no generally accepted view on the retrospective of the stage-by-stage development of these scientific studies, which may cause a lack of understanding whether to include certain issues or not. Consideration of four- and seven-stage models shows a lack of clear transition from one dominant paradigm to another, it is not always possible to distinguish a period of “normal science” in each of the stages; for some stages there are no concepts that lose their relevance due to the anomalies that have appeared, and which should be discarded at the next stage of development. Therefore, there is a need for a retrospective analysis of evolutionary approaches to the transformation of views on quality management from modern positions.
... The idea of the SECI matrix is summed up in the interactive spiral movement of explicit and tacit knowledge accompanied by four cognitive transformations that lead to the formation and upbringing of emerging organizational knowledge. They work in it and within its environment (Nonaka & Takeuchi, 1995 ( Second: the concept of knowledge management K.M There are differences in viewpoints regarding knowledge management, its content and functions. Some of them view it as a functional administrative process that seeks to attract and share knowledge and generate new knowledge that is used in developing performance and adding value to the organization. ...
The research aims to test the relationship between knowledge management and business intelligence in the Trade Bank of Iraq, being one of the vital service organizations that have a fundamental role in serving an important segment of the public as well as its vital economic role. Therefore, the adoption of modern administrative concepts such as knowledge management and its role in achieving business intelligence can be It helps it face these changes and achieve its goal of providing the best services in quantity and quality. The research sample was selected using a random sample method, consisting of (64) workers in the bank, and the questionnaire was relied upon as the main tool to obtain research data, which was prepared based on several Ready-made scales after they were subjected to validity and reliability tests, and to test the validity of the hypotheses and answer the research questions, the analytical descriptive approach and statistical tests were used, including: mean, standard deviation, percentages, frequencies, Pearson's correlation coefficient, simple linear regression, and Depending on the statistical program (SPSS.V.25), the research reached a set of conclusions, the most important of which is that the level of knowledge management and business intelligence in the Trade Bank of Iraq is more than average for both variables and that there is a strong correlation between knowledge management and business intelligence. A set of recommendations was presented, the most important of which was the need to continue attracting those with experience in banking, taking into account their desire to share their tacit knowledge with other workers to preserve their expertise from waste, leakage, and forgetfulness, and to intensify the information-digital networking to join the parties inside the bank and stakeholders outside the bank with each other.
... Ninah Mwende, Muthamia and James Kilika /IRJEMS, 1(2),[65][66][67][68][69][70][71][72][73][74][75][76] 2022 ...
... If any company work outside its country, normally employees are locals but managers are is from origin of the country. Therefore managers need to adopt local culture [16,43] by using Nonaka's model [37]. ...
The purpose of this paper is to discuss cross-cultural management with respect to information technology [6] [44] to develop cross-cultural management system to improve accessibility of its contents and bridge the gap between two cultures. The cross-cultural management brings issues like misunderstanding, attitude, miscommunication etc., which cause conflict in any global organisation. Ultimately suffer the loss of revenue and customer trust. The factors behind these conflicts are like beliefs, culture, background and sometimes religion etc., [13]. The main problem is that how to capture cultural knowledge and its presentation. This research purposes guideline to avoid the pitfalls of these challenges.
... Beyond thinking human knowledge in a taxonomy of formal and factual sciences [6], an alternate approach to knowledge is through different taxonomies. For instance, technological and technical knowledge [44], tacit or explicit knowledge [20,35,36]. Clearly, scientific knowledge is classified as explicit knowledge. ...
... Even, it is possible to argue that learning culture can boost change implementation. Nonaka (2007) noted that learning organizations are adaptive to their environment because they continually enhance their capability to change individually and collectively. This understanding necessitates organizations to build a learning system that facilitates learning, i.e., to create, acquire, and transfer knowledge to modify behavior and actions (Song et al., 2009). ...
... In a more comprehensive definition, it is shared that knowledge management refers to a process consisting of the stages acquiring, transforming, disseminating, applying, storing and protecting knowledge (Ragab & Arisha, 2013;Rafi, Ahmed, Shafique & Kalyar, 2022). The Knowledge Acquisition process, which is the first of these stages, is the transfer of useful information to the organizational environment (Nonaka & Takeuchi, 1995), and Knowledge Conversion is the transformation of this collected information into a useful identity in accordance with the needs of the organizational environment. In the Knowledge Dissemination stage, the process of sharing useful information within the organization and in the units and functions that the organization is in contact with is operated. ...
Both technological advances and diversified stakeholder expectations pave the way for organizations to operate in a dynamic industry and market environment. In this environment, businesses can achieve sustainable competition and continue their activities to the extent that they can develop an appropriate response to changing conditions and
demands. In this way, the development of an appropriate response to changing conditions and expectations is defined as organizational agility. Organizational agility is an essential dynamic capability that determines the performance, productivity and innovative capacity of the organization. Adaptation to changing environmental conditions and customer expectations is ensured by the effective management of information in the organizational
environment and its effective participation in the value presentation and strategic management process. In this context, it is important to carry out an effective knowledge management process in the organization for organizational agility. It is seen that the number of studies on these two concepts, which appear as important strategic capabilities for sustainable competitive advantage and high performance, is limited compared to their importance. In this context, the main purpose of the study is to examine the relationship between the concepts of organizational agility and knowledge management in particular of the existing empirical findings. In accordance with the main purpose of the study, studies examining the relationship between organizational agility and knowledge management and presenting empirical results have been identified from publications in various indexes (Ulakbim, Scopus, WebofScience and Proquest). Identified studies were classified within the framework of "author", "date of publication", "type of research", "sample" and "variables ". Important results regarding the relationship between Organizational Agility and Knowledge Management were shared. It is considered that the results of the study will contribute to the literature by collectively presenting concrete results on the impact between Organizational Agility and Knowledge management, which are two important strategic capabilities in establishing sustainable competitive advantage of organizations, while increasing the awareness of the top management to establish an effective management practice.
Keywords: Organizational Agility, Knowledge Management, Dynamic Capability, Competitive Advantage
... When employees manage their knowledge effectively, their learning capabilities also increase which further foster the organizational capabilities to adapt innovation (Bandura, 2006). Learning organzations emphsized on knowledge creation pratices through this organizations can foster their innovation capabilities (Nonaka & Takeuchi, 1995). ...
Globalization trends have been increasing all over the world and firms are overly emphasizing advanced technologies in the business world for gaining competitive advantages. While disruptive innovation is also a trigger for these firms to adapt and capture lower-end markets. This is a big challenge for the top managers of organizations to derive disruptive innovation by encouraging their subordinates for utilizing the knowledge process capabilities and creating novel ideas. The purpose of this study was to examine the relationship of knowledge process capabilities with disruptive innovation of the manufacturer and service sector small and medium enterprises. Data was collected from 194 senior managers of manufacturer and service sector SMEs in Pakistan (N = 194) and valid scales were used for measuring all constructs of this study model. SPSS and AMOS programs were used for analyzing the CFA of the measurement model and SEM of the study model. The study results indicated significant and positive relationships between knowledge process capabilities and subordinate creativity and disruptive innovation. Furthermore, subordinate creativity was completely mediated in the relationship between knowledge process capabilities and disruptive innovation. This study contributed to the literature on knowledge management and innovations. This is a cross-sectional study and can guide SMEs to adopt disruptive innovation for capturing low-end markets where lower-stream customers are demanding cheap products/services. Through practicing this study model, practitioners, researchers, and CEOs of SMEs can foster disruptive innovation.
... emerges as a critical concept and is frequently referred to as the precursor to innovation (Nonaka & Takeuchi, 1995). To manage information, the knowledge management process includes a wide range of activities and information acquisition. ...
Over the last few years, there has been a lot of discussion about how important knowledge management is in our society. Knowledge management is portrayed as a crucial and required aspect of organizational survival and competitive strength. This study investigates knowledge management in terms of its content, definition, and domain in theory and practice, as well as the challenges in the digital economy. This paper contributes to the existing literature on knowledge management as a moderator role in the research area.
... Therefore, the current study focused on the mediating role of two dimensions of KBDCs of owners of ICI in Sri Lanka. There are numerous dimensions of dynamic capabilities related to knowledge management, such as knowledge directions and routines (Grant, 1996a(Grant, , 1996b, knowledge acquisition capabilities, knowledge conversion capabilities, knowledge application and protection (Gold et al., 2001), knowledge enhancement capabilities and knowledge utilisation capabilities (Hsu & Sabherawal, 2012), knowledge generation (Spender, 1992), knowledge creation and discovery (Nahapiet & Ghoshal, 1998), knowledge transformation (Carlile & Rebentisch, 2003), knowledge conversion (Gold et al., 2001;Nonaka & Takeuchi, 1995), and knowledge acquisition capabilities (Gold et al., 2001). Out of these dimensions, the study recognised two main dimensions of KBDCs i.e., Knowledge Acquisition Capabilities (KACs) and Knowledge Creation Capabilities (KCCs) of owners of ICIs as the mediator between ISC and financial performance. ...
This study attempts to identify the relationships between Intellectual Structural Capital (ISC), Knowledge-Based Dynamic Capabilities (KBDCs), and Financial Performance (FP), with special reference to the Indigenous Craft Industry (ICI) in Sri Lanka. The data were collected through a structured questionnaire from 231 owners of firms selected from indigenous crafts villages in Sri Lanka. The PLS-SME method was used to analyse data. The study found that ISC positively influences KBDCs, but does not directly affect the FP of ICI firms in Sri Lanka. Further, it revealed that the owners' ability to acquire knowledge and create knowledge have a positive impact on FP, and both variables fully mediate between ISC and the FP. By strengthening knowledge acquisition and knowledge creation capabilities of owners of ICIs and applying a proper mechanism to utilise ISC to transform tacit intellectual knowledge into explicit intellectual knowledge, the FP of firms in the ICI can be optimised.
... Innovation can be considered as the combination of a firm's existing knowledge assets to create new knowledge (Mardani et al., 2018). Therefore, the primary task of the innovating firm is to reconfigure existing knowledge assets and resources and to examine new knowledge (Galunic & Rodan, 1998;Grant, 1996;Nonaka & Takeuchi, 1995). Both exploration and exploitation of knowledge have been shown to contribute to the innovativeness of firms and to their competitive advantage (Hall & Andriani, 2002;Levinthal & March 1993;March 1991;Swan et al., 1999). ...
This study analyses the impact of international experience on firm economic performance from the organisational learning approach. Moreover, the study explores the double mediating effect of green knowledge and eco-innovation in the relationship between international experience and economic performance. Using data from 120 Spanish internationalised agri-food companies, a structural equation model is proposed. Findings reveal that international experience does not have a direct and immediate effect on global economic performance. However, international experience positively influences eco-innovation in internationalised firms, which are exposed to more demanding environmental pressures and are able to assume this risker type of innovation with greater guarantees. Eco-innovation is more likely when the company increases its green knowledge stock, considering that the acquisition of green knowledge is also favoured by international experience. According to these results, it can be concluded that companies which do not use their international experience to acquire new knowledge and to introduce innovations, have more difficulty in improving their overall performance.
... E modellek különösen az olyan kis gyártó vállalkozásokat jellemzik, amelyekben minden A hatékony marketing -EMOK 2018 Nemzetközi Tudományos Konferencia konferenciakötete 807 tevékenységet, beleértve a tervek elkészítését, az alapanyagok összegyűjtését, a gyártást és a szállítást egy személy végezheti (lásd CRAWFORD, 1997;KOTLER, 2004 példáiban). Az idealizált hálózat alapú modell alapját a különböző inputokból származó tudás fokozatos beépülése jelenti a kezdeti elképzelés (legyen az műszaki áttörés vagy piaci lehetőség) fejlődése során (részletesebben lásd NONAKA, 1991;TROTT, 1993;NONAKA és TAKEUCHI, 1995 tanulmányaiban). A hálózati modellek ugyancsak a külső kapcsolatokra helyezik a hangsúlyt, amelyek a belső tevékenységekhez kapcsolódva hozzájárulhatnak a sikeres termékfejlesztéshez, és azt sugallják, hogy a termékfejlesztést egy olyan tudásfelhalmozási folyamatnak kell tekinteni, amely sokféle forrást igényel. ...
Az elmúlt bő másfél évtized során a globális turizmust ért katasztrófák és a jövőben is fenyegető kockázatok jelentős változásokat idéztek elő a turisták utazással kapcsolatos észleléseiben. A fenyegetettségek a turisztikai desztinációs szervezetek marketingtevékenységében új stratégiai lépéseket kényszerített ki, hiszen a turisztikai célterületek imázsában negatív változás következett be. A desztináció imázs sérülése a turistaérkezésekben és turisztikai bevételekben drasztikus visszaesést eredményezhet, így a turizmusbiztonság és a desztináció marketing kapcsolódási pontjait feltáró kutatási terület nem csak tudományos oldalról kiaknázatlan terület, hanem a stratégiai döntéshozók számára is iránymutatásul szolgál. A katasztrófa sújtotta desztinációk imázsában történő „törés” és a válságból vezető kiút a 2010-es tunéziai felkelések és néhány évvel később következő terrortámadások, valamint a 2011-es japán földrengés és atomerőmű katasztrófa esettanulmány elemzésén keresztül kerül szemléltetésre.
... When employees manage their knowledge effectively, their learning capabilities also increase which further foster the organizational capabilities to adapt innovation (Bandura, 2006). Learning organzations emphsized on knowledge creation pratices through this organizations can foster their innovation capabilities (Nonaka & Takeuchi, 1995). ...
Globalization trends have been increasing all over the world and firms are overly emphasizing advanced technologies in the business world for gaining competitive advantages. While disruptive innovation is also a trigger for these firms to adapt and capture lower-end markets. This is a big challenge for the top managers of organizations to derive disruptive innovation by encouraging their subordinates for utilizing the knowledge process capabilities and creating novel ideas. The purpose of this study was to examine the relationship of knowledge process capabilities with disruptive innovation of the manufacturer and service sector small and medium enterprises. Data was collected from 194 senior managers of manufacturer and service sector SMEs in Pakistan (N = 194) and valid scales were used for measuring all constructs of this study model. SPSS and AMOS programs were used for analyzing the CFA of the measurement model and SEM of the study model. The study results indicated significant and positive relationships between knowledge process capabilities and subordinate creativity and disruptive innovation. Furthermore, subordinate creativity was completely mediated in the relationship between knowledge process capabilities and disruptive innovation. This study contributed to the literature on knowledge management and innovations. This is a cross-sectional study and can guide SMEs to adopt disruptive innovation for capturing low-end markets where lower-stream customers are demanding cheap products/services. Through practicing this study model, practitioners, researchers, and CEOs of SMEs can foster disruptive innovation.
... These are the seminal studies conducted in knowledge management and performance. The second cluster is red, which includes the studies such as Nonaka and Takeuchi (2007), Grant (1996), Barney (1991), Cohen and Levinthal (1990) and Teece et al. (1997), these studies have received the highest citations in the field of knowledge management and performance. The green cluster has a smaller number of studies as shown in Figure 18. ...
Purpose
This study aims to analyze the trends manifested in literature from the area of knowledge management and performance, with emphasis on bibliometric analysis.
Design/methodology/approach
To explore the studies focused on the area under investigation, the authors performed a search in ISI Web of Science and Scopus using the combination of keywords such as “Knowledge management” AND “Performance.” Generally, this study covered a period of 33 years, from 1988 to 2021 because the first study was published in 1970 and the databases have not covered all the journals and studies which date back to the early 1970s or 1980s. The final data set comprised 1,583 publications with 40 articles removed during the screening and eligibility process.
Findings
The results of the bibliometric analysis indicate that the interest in the area of knowledge management and performance has significantly increased, especially from 2000 to 2021. The application of bibliometric analysis on the relationship between knowledge management and performance uncovered various themes, productive authors and widely cited documents. The study highlighted how the knowledge management–performance relationship has evolved over the years and how the interplay between knowledge management and performance may help the firms in gaining the sustainable competitive advantage.
Originality/value
To the best of the author’s knowledge, this study is the first of its kind to conduct the bibliometric analysis on knowledge management and performance. This study can be a starting point for scholars interested in understanding how knowledge management is related to performance.
... El impacto que su trabajo ha tenido en el quehacer de muchos profesionales de la educación se inició fundamentalmente en la enseñanza de las ciencias naturales, para luego extenderse y consolidarse en todos los niveles educativos y en el mundo de la empresa, en el que resultaron muy valiosos los mapas de Novak para compartir el conocimiento experto, que en muchos casos es tácito, y convertirlo en conocimiento explícito, que puede ser refinado por quienes acceden a él. Hablamos de lo que se ha dado en llamar empresas basadas en el conocimiento y empresas creadoras de conocimiento (NONAKA, 2009;NONAKA y TAKEUCHI, 2007). La enseñanza de las ciencias naturales ha sido así tradicional campo para el uso de mapas conceptuales, aunque ejemplos muy alejados de su origen se han podido ver a lo largo del tiempo. ...
Cuando se desarrollan nuevos conceptos en cualquier cambio científico y, por supuesto, en el ámbito de la educación, se genera en muchos casos la idea de que se trata de algo nuevo va a afectar radicalmente, en nuestro caso, la forma de educar y aprender. ¿Podría ser este el caso de la Neurodidáctica? Es necesario contrastar desde la investigación estas nuevas conceptualizaciones, como en el caso de la neurociencia y la neurodidáctica, que dotan del marchamo «neuro» a muchas estrategias didácticas utilizadas tradicionalmente. Han aparecido alrededor de la neurociencia multitud de modelos «neuropedagógicos» que pretenden dar al profesional de la educación potentes herramientas para la mejora del aprendizaje apoyándose en los avances de las neurociencias. En el caso de los concept mapping de Novak, se ha demostrado a lo largo de las últimas décadas su eficacia como herramientas de presentación del conocimiento experto y como promotores del aprendizaje significativo, permitiendo detectar con facilidad los errores conceptuales. Actualmente ha sido confirmada esta eficacia didáctica desde las investigaciones realizadas con técnicas neurocientíficas (TAC, TOC, MRI, fNIRs, entre otras) que presentamos en este artículo. Estas investigaciones confirman su valor metodológico, que sí podemos denominar neurodidáctico, a través de las evidencias de actividad cerebral diferencial o nivel de esfuerzo neurocognitivo que se produce cuando se comparan mapas conceptuales con otras herramientas didácticas.
... "In an economy where the only certainty is uncertainty, the one sure source of lasting competitive advantage is knowledge" (Nonaka & Takeuchi, 2007). ...
This study explores the influence of institutional and individual factors on knowledge hiding and team creativity. Data were collected using a supervisor–supervisee research design in two diverse samples of 300 and 200 knowledge workers in India and Saudi Arabia. The findings suggest that innovativeness, affiliation, and top management support reduce knowledge hiding behaviour among employees. However, the relationship between fairness and knowl- edge hiding was not supported across both samples. Among individual factors, altruism, self- efficacy, and attitude towards knowledge hiding were supported. The relationship between information and communication technologies and knowledge hiding was supported only for the Indian sample. The findings suggest knowledge hiding negatively influenced team creativity across both samples. The moderating influence of reward structure was significant for Indian sample only.
... Non-investors (in knowledge assets) could not reap the benefits of knowledge produced since information and knowledge are subject to different criteria in production and dissemination Winter 1982, Nonaka andTakeuchi 1995). Tacit knowledge is one factor that generates differential benefits to investors over non-investors. ...
Management of knowledge assets is one of the greatest challenges of information-based economies. New
technologies almost always require an investment of multiple agents in knowledge assets. That is, a
collaboration of actors such as scientists, entrepreneurs, firms, and universitiesis crucial. Nevertheless, these
interactions may not lead to desired outcomes since they are plagued with the so-called free-rider problem:
Non-investors may reap the benefits of knowledge assets without incurring any costs. Two interrelated yet
distinct factors attenuate this problem: The degree of complementarity and tacitness of knowledge assets.
Even though analyzed separately, the relation between these two dimensions of knowledge assets has not
been pointed out in the literature. In the paper, we develop a simple game-theoretic model that is able to
demarcate the relation between these factors in a unified framework. By doing so, we show the limits of
complementarity and tacitness of knowledge assets as factors in explaining industrial districts,
agglomeration economies, and knowledge commons. In addition to these factors, under certain conditions,
social interactions among actors and how they achieve cooperation stands out as the crucial factors that
explain sustained investment in knowledge assets.
The objective of this paper is evaluating the influences of different factors on green innovation in Vietnamese construction enterprises by analyzing data from 450 employees and managers at all level working in this field. After 5 months of collecting data and using quantitative analysis with a linear regression model, findings has shown positive impacts of all factors studied on green innovation: Green dynamic capabilities, Green creativity, Green knowledge sharing, Corporate environmental ethics, Pressure from industry competitors and regulators. From those conclusions, this paper proposes solutions for both enterprises and regulators-one of the external stakeholders to develop green innovation in construction sector.
Projects have been increasingly used in the implementation of organizations' business operations. Knowledge sharing has been considered essential in project environment; therefore, the integration of knowledge management within project management becomes crucial for project success. The objective of this research is to study how knowledge sharing is integrated within the context of a project, and what the perception of project team members about it is. A study was carried out in a company within the financial sector, focused on a project team of the entity. The results revealed that project managers, other professionals in project management, and the organization itself are very aware of the importance of knowledge sharing. The results also emphasized that, regardless of the lack of incentives by top management, project team members consider that knowledge sharing highly contributes to a successful execution of projects.
This study extends prior work by developing a comprehensive framework examining how leadership and organizational learning facilitate the achievement of high performance in organizations. Following quantitative approach, this study used survey questionnaire to collect data from leaders in the tourism sector. SmartPLS was applied to perform PLS-SEM statistical techniques with 638 responses collected. The findings revealed that high performance of tourism firms was directly and indirectly affected by leadership traits, leadership competencies, complexity leadership and organizational learning. This study has a significant contribution to leadership, organizational learning, and organizational high performance literature by providing a comprehensive framework of the relationships among these phenomena. Significant implications for both theory and practice were provided.
The wheel of a country's economy is driven by the growth of Micro, Small, and Medium Enterprises (MSMEs). Structural socio-economic changes from MSME business activities can improve people's living standards, such as absorbing jobs, fostering a sustainable business climate, and equal distribution of people's income. Along with the increasing number of MSMEs, business actors are required to strengthen business performance through innovation orientation in the products they produce. Knowledge sharing is one of the competitive advantages built by the company so that MSMEs are guided in carrying out business activities. Acquiring knowledge and skills through collaboration is an effective and efficient effort to innovate in the business environment. This study examines knowledge sharing and product innovation in MSME performance management. The study used a quantitative method of 225 respondents based on purposive sampling criteria. The implementation of Structural Equation Modelling (SEM) with the AMOS 24 statistical tool was applied to test the feasibility of the data and research hypotheses. Keywords: Knowledge Sharing; Product Innovation; Business Performance
Higher education institutions are essential generators and disseminators of knowledge; however, they must create conditions to lay the foundations supported by knowledge enablers and manage knowledge efficiently. In addition, intellectual capital and innovation are elements that help this process; if everything is correctly articulated, the academic staff and institution will promote better performance. This article analyzes how three knowledge enablers (leadership, culture, and organizational incentives) influence the knowledge management process. In turn, this process encourages the development of better intellectual capital and innovation in the teachers of Higher Education Institutions. A survey applied to 434 academics made it possible to collect information that, through structural equation models of partial least squares, allowed validation of the proposed hypotheses. The study results indicate that organizational culture and leadership significantly influence the knowledge management process. In addition, this process significantly influences intellectual capital and innovation. Finally, the vital link between the variables studied is demonstrated.
Le but de cette communication vise à tester la relation entre la structure organisationnelle, telles que la centralisation, la formalisation, l'intégration sur la performance des innovations au sein des entreprises familiales du grand Agadir, et à montrer la contribution de chaque dimension en particulier dans l’amélioration des innovations à travers le rôle médiateur du comportement innovant. En nous basant sur un arsenal de recherches scientifiques, nous avons élaboré un modèle de recherche susceptible de lier nos trois construits. S’inscrivant dans une posture épistémologique post-positiviste et d’une approche déductive, la recherche s’appuie sur une démarche méthodologique quantitative. Dans ce sillage, une enquête a été menée auprès de 41 entreprises familiales du grand Agadir, cette étude applique la modélisation d'équations structurelles pour étudier le modèle de recherche. Il a été constaté que les liens entre les différents construits de la recherche sont positifs, mais les corrélations restent relativement faibles. Cependant, les résultats indiquent que le comportement innovant n'intervient pas dans la relation entre la structure et la performance organisationnelle en matière d'innovation.
The incorporation o f concepts and methods for understanding user needs in a user
study and the use o f them in product development are critical factors in an increasingly
complex market and technological environment. The problem can be identified in three
parts. First, user data from user studies cannot be effectively used in product development. Second, user knowledge is not recognized in product development. Third,
the complexities o f designing products for individual needs do not align well with the
expectation o f use. This research introduces the knowledge lifecycle interplay between
the user study and product development phases. The goal o f this research is to introduce a method, concept and model for the entire design process. The three proposed solutions are Object-Mediated User Knowledge Elicitation - OMUKE method, Pattern o f User Knowledge - PUK, and Use Process Based Product Architecture - UPPA. OMUKE is a method proposed for capturing user knowledge. The method is built from an empirical research o f existing methods (Convergent Perspective Approach), and an experimental study with the OMUKE software. Pattern o f User Knowledge is a documenting tool used for transforming user knowledge into product architecture. The tool is based on the existing literature o f knowledge transformation, such as Pattern Language. UPPA is a concept for mapping the use process to product architecture to match the users’ expectation on operational pattern. UPPA derives from the analysis o f an existing architectural framework. The results of the findings and evaluation by user-study experts indicated that the OMUKE method is consistent and effective in its identification o f user knowledge. These experts recognize that user knowledge is a source for developing innovative products. The evaluation o f patterns o f user knowledge is evidence that function is a major factor in transforming user knowledge into product solutions. The evaluation o f UPPA suggests that the concept is a means to define products that meets user needs based on user behavior. In conclusion, the method can be effectively used to capture user knowledge and use it to form the product architecture in knowledge lifecycle processes.
La profesión docente ya no puede entenderse sin un trabajo colegiado que permita, a los profesionales, no solo ser buenos aplicadores de recetas individuales sino, sobre todo, sentirse seguros para desarrollar estrategias metodológicas comunes, probar nuevas prácticas colectivas y ser reconocido por ellas. Esta concepción supone la transformación de la cultura profesional docente imperante, para llegar a acuerdos constantes sobre lo que debe aprenderse en cada entidad educativa, y, en consecuencia, cuándo y cómo debe enseñarse y evaluarse lo aprendido, sobre los comportamientos de las personas, así como el tipo de experiencias institucionales para estimular el aprendizaje deseado. Considerando a la entidad educativa como un sistema complejo, el modelo de transformación educativa positiva, en comunidades profesionales de aprendizaje (CPA), permite la intervención en todas estas dimensiones de manera conjunta, con el propósito de llevarla eventualmente a su punto de inflexión, mediante un enfoque altamente participativo de reflexión sobre la práctica y colaboración entre iguales, para generar estructuras de trabajo autónomas que sustenten la transformación a largo plazo. El trabajo de campo, realizado mediante la metodología de casos, y la posterior triangulación de la documentación de los proyectos, encuestas en línea y entrevistas, ha permitido concluir la importancia de la alineación de las prácticas docentes y directivas, y el grado de madurez de la organización educativa, en cuanto a las creencias de sus miembros, las variables técnico-pedagógicas, la cultura interna, el liderazgo, la comunicación entre los agentes educativos, así como la organización y gestión, en los procesos de transformación de educativa positiva.
Buku ini menjelaskan tentang sejarah, pelaksanaan dan makna Bakar Tongkang di Bagansiapiapi yang telah menjadi event wisata budaya nasional. Pelaksanaan ritual budaya etnis Tionghoa di Bagansiapiapi, Kabupaten Rohil, Riau yang sudah dilakukan sejak ratusan tahun silam menjadi magnet yang sangat menarik wisatawan nusantara maupun mancanegara. Pengelolaan wisata budaya ini secara berkelanjutan akan menentukan prospek pengembangan wisata ini hingga ke level internasional dengan memperhatikan sejumlah faktor-faktor pendukungnya. Pengembangan event wisata budaya Bakar Tongkang dilakukan dengan pendekatan Manajemen Pengetahuan (Knowledge Management) yakni dengan melakukan kolaborasi peran unsur-unsur Penta Helix meliputi Akademisi, Bisnis, Komunitas, Pemerintah dan Media. Buku ini juga dilengkapi dengan Instrumen Pengukuran Daya Saing Pariwisata Budaya Berkelanjutan.
The paper explores, through a review of literature, the complexities associated with the increasing need of taking an agile approach to leadership in managing projects. The paper aims to explore the Knowledge, Skills, and Abilities (KSA) required by project leaders to adopt an agile approach to leading their project teams. Project leadership in itself is complex given the wide range of activities it involves. In addition, agile is increasingly becoming a need in leadership style let alone to be used as a methodology to manage projects. The goal is to explore a modern approach to leadership formation when applying agile methodology from the point of view of leading project teams. A systematic literature review has been conducted on literature available from the last five years (2017-2022) to capture the complexities associated with agile leadership. Alongside the complexities, the knowledge, skills, and attributes required by a project leader implementing an agile approach to their leadership style have been studied. As a result, an effort to create a development approach to agile leadership has been derived based on KSA for existing project leaders who might be willing to adopt this new leadership style. The results of this research will aid project leaders to gain a strong understanding of changing landscape and provide an avenue to better support, guide, and coach their project teams with agility. The results will also inform future; leadership preparation courses in order to train new and upcoming leaders in the field of project management.
Buku ini menjelaskan tentang sejarah, pelaksanaan dan makna Bakar Tongkang di Bagansiapiapi yang telah menjadi event wisata budaya nasional.
Pelaksanaan ritual budaya etnis Tionghoa di Bagansiapiapi, Kabupaten Rohil, Riau yang sudah dilakukan sejak ratusan tahun silam menjadi magnet yang sangat menarik wisatawan nusantara maupun mancanegara. Pengelolaan wisata budaya ini secara berkelanjutan akan menentukan prospek pengembangan wisata ini hingga ke level internasional dengan memperhatikan sejumlah faktor-faktor pendukungnya.
Pengembangan event wisata budaya Bakar Tongkang dilakukan dengan pendekatan Manajemen Pengetahuan (Knowledge Management) yakni dengan melakukan kolaborasi peran unsur-unsur Penta Helix meliputi Akademisi, Bisnis, Komunitas, Pemerintah dan Media.
Buku ini juga dilengkapi dengan Instrumen Pengukuran Daya Saing Pariwisata Budaya Berkelanjutan.
Many enterprises, from the largest to the smallest, govern themselves utilizing a variety of resources to withstand disruptive events. This research aims to review the literature on the capabilities adopted by firms to face disruptive events, using the current economic crisis caused by severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2) as an approach, which is considered a break down in the development of the economic activity. The research method was qualitative, with a systematic literature review utilized to synthesize and establish a foundation for the subject. The results showed that the capabilities adopted by companies to be resilient are adaptability, agility, collaboration, decreased vulnerability, diversification (products or services), dynamic capabilities, flexibility, innovation, knowledge and learning abilities, and the reconfiguration of organizational resources. The originality/value of this research is taking a global perspective of the capabilities that enterprises adopt to be resilient.
El presente trabajo se destaca la economía globalizada y la sociedad del conocimiento que predomina a nivel mundial, las empresas que se basan en el conocimiento son una fuente para la generación de empleo, los gobiernos han creado políticas públicas de apoyo con respecto a la creación y expansión de Pymes fundamentadas en la tecnología y en la I + D + i. Entre las deficiencias de las pequeñas y medianas empresas en el país están: El acceso a los mercados, con relación al capital, recursos calificados, entorno regulatorio, debilidades del capital humano en el desempeño y competitividad. El capital intelectual se basa en el conocimiento o en el intelecto humano y se desarrolla en la organización. El estudio documental y empírico evalúa el capital intelectual de la Pyme a través del capital humano y se concluye que: El capital humano en Ecuador es un factor que influye en el desarrollo de la Pyme en aspectos de valores y actitudes, aptitudes y capacidades.
El modelo urbano actual se enfocada en sectores específicos que promueven los espacios urbanos hacia una urbanización acelerada. De esta manera las ciudades responden a cierto tipo de consumo para satisfacer sus necesidades de energía que mueve todo el sistema para que continúe con su crecimiento a través de los flujos económicos. Así se pueden estudiar actividades particulares orientadas a la necesidad de los espacios urbanos por crecer como el sector energético, la minería, la construcción e inmobiliarias. El objetivo del presente ensayo es analizar las industrias de los sectores 21 Minería; sector 22 generación, transmisión y distribución de energía eléctrica, suministro de agua y de gas por ductos al consumidor final; sector 23 Construcción, y sector 53 Servicios inmobiliarios y de alquiler de bienes muebles e intangibles, para determinar su localización, realizando una comparación en su distribución geográfica a nivel nacional para el año 2014 de los subsectores de estas industrias. Para análisis de los sectores se realizará el cálculo del coeficiente de localización (C.L.) para el cuál se obtuvieron los datos del personal ocupado del censo económico del 2014 que emite el Instituto Nacional de Estadística y Geografía (INEGI). Se obtuvo como resultado principal que el modelo económico hace uso de energía que extrae del medio ambiente reflejado en el sector 21 y 22; y refleja en su expansión urbana a través de los sectores 23 y 53, representados geográficamente a través del coeficiente de localización en el país, donde las condiciones generales de producción, consumo e intercambio, constituyen el esqueleto estructurador del sistema de soportes materiales y de la organización territorial.
Literatura badająca empirycznie związek pomiędzy zarządzaniem kapitałem intelektualnym a innowacyjnością w instytucjach B+R jest nieliczna. Ponadto nie znaleziono żadnych źródeł pozwalających rozszerzyć analizę o orientację technologiczną jako strategiczne podejście do rozwijania zdolności innowacyjnych. Niniejsze badanie opiera się na teoretycznych przesłankach spojrzenia na przedsiębiorstwo, opartych na kapitale intelektualnym oraz na dynamicznym spojrzeniu na możliwości. Artykuł dotyczy luki badawczej, podejmuje próbę zbadania wpływu zarządzania kapitałem intelektualnym na innowacyjność w instytucie B+R, z uwzględnieniem związku z orientacją technologiczną. Proponuje się, aby zarządzanie kapitałem intelektualnym przez jego składowe, takie jak kapitał ludzki, strukturalny i relacyjny, pozytywnie wpływało na innowacyjność instytutu B+R. Ponadto stawia się hipotezę, że kapitał ludzki i innowacyjność pozytywnie wpływają na innowacyjność instytutu B+R. W badaniu wykorzystano analizę PLS-SEM na danych zebranych na próbie (N = 61) pracowników instytutu badawczo-rozwojowego. Dane pozyskano za pomocą kwestionariusza mierzącego zarządzanie kapitałem intelektualnym przez komponenty kapitału ludzkiego, strukturalnego i relacyjnego, oraz innowacyjność, a także orientację technologiczną. Wyniki potwierdzają znaczący bezpośredni wpływ kapitału strukturalnego i relacyjnego na innowacyjność, a także pozytywny bezpośredni wpływ kapitału ludzkiego oraz innowacyjności na orientację technologiczną. Badania te stanowią oryginalny wkład do literatury naukowej, dostarczając nowych dowodów dotyczących związków między zarządzaniem kapitałem intelektualnym, innowacyjnością i orientacją technologiczną w instytucie badawczo-rozwojowym w Europie Wschodniej.
The critical role of product innovation in sustaining competitive advantage in the marketplace has long been acknowledged by both management scholars and practitioners. Although there are many studies on the success factors of product innovation or new product development, there is no comprehensive review of the antecedents of product innovation from the perspective of operations and supply chain management. This paper uses a systematic literature review to examine the antecedents of product innovation from the perspective of operations and supply chain management. Building upon the resource-based theory of competitive advantage, we grouped the identified antecedents into five categories: the value system, matching processes with strategy, knowledge management, firm capabilities, and social capital. We found that among the supply chain capabilities identified, the capabilities related to the value system are the ones most frequently addressed in the literature: partner innovativeness, partner involvement, network capability, and collaboration. We present a conceptual framework that can be used for further operationalization and supplementary validation and refinement. We also identify the limitations and potential future directions for research, which mainly include operationalization of the model, development of more understanding of the importance of product innovation capabilities, and incorporating a perspective of strategic management into the research on product innovation.
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