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A Dynamic Theory of Organizational Knowledge Creation
... Maglitta (1996) defines data as being "raw numbers and facts", information as being "processed data", and knowledge as being "information made actionable." Nonaka (1994) suggests that knowledge is "a justified true belief", and defines knowledge as "a dynamic human process of justifying personal beliefs as part of an aspiration for the truth" (Nonaka, 1994, p. 15). ...
... In contrast to tacit knowledge, explicit knowledge is less subjective and can be expressed in numbers and words. Nonaka (1994) suggests a spiral model with four modes "Socialization, Externalization, Combination, Internalization" of knowledge creation and conversion. In the SECI model, socialization refers to "the conversion of tacit knowledge to new tacit knowledge through social interactions and shared experience" (i.e., apprenticeship) (Nonaka, 1994). ...
... Nonaka (1994) suggests a spiral model with four modes "Socialization, Externalization, Combination, Internalization" of knowledge creation and conversion. In the SECI model, socialization refers to "the conversion of tacit knowledge to new tacit knowledge through social interactions and shared experience" (i.e., apprenticeship) (Nonaka, 1994). The combination refers to "the creation of new explicit knowledge by categorizing, merging, reclassifying, and synthesizing existing explicit knowledge" (i.e., literature survey reports) (Nonaka, 1994). ...
The effective management of knowledge is critical to achieve high academic performance, effectiveness, and efficiency. Adoption of cloud computing in education has the potential to enhance the management of knowledge. This study aims to investigate the antecedents and consequences of cloud computing adoption in education to achieve knowledge management. Thereby, this study implemented the cloud computing in an authentic learning environment to support knowledge management practices and provided participants with training and education. Pre-tests and post-tests were administered on the first and last week of the 14-week intervention. This study examined the causal relationship between the expectations for knowledge management practices and the perceived usefulness of cloud computing services. Further, the causal relationships among innovativeness, training and education, and perceived ease of use were examined in the study. Survey data collected from 221 undergraduate students were analyzed by using structural equation modeling to validate the research model. The results indicate that the perceived usefulness is significantly associated with the expectations for knowledge creation and discovery, storage, and sharing. Amongst others, the expectations for knowledge storage and sharing have a stronger relationship with the perceived usefulness. Further, innovativeness and training & education are significantly associated with the ease of use perceptions. The findings suggested that educational institutions may promote adoption of cloud computing in education by increasing the awareness of knowledge management practices.
... Loosely linked systems have better possibilities of survival, as they can adapt continuously to new demands. A fundamental task for the organization is how it can efficiently deal with information and decisions in an uncertain environment [8] (organizational aspects, see [9,10,11]). Buffering and bridging strategies are used for adaptation and action, in order to regulate critical resource flows. ...
... Furthermore, the sub-suppliers' knowledge is not used early in the product development process. This results in non-optimal interfaces and additional cost (other authors, too, have concluded the need for knowledge management in CPD [8,31,32]). This is more related to level 3 and 4 of collaboration. ...
Many companies apply Collaborative Product Development (CPD) to gain competitiveness. However, the process of CPD is complex and difficult to manage. Few studies have taken a holistic approach in order to analyze the execution of the product development process in a collaborative and distributed context. Therefore, this paper aims to investigate how different parameters influence the outcome of CPD projects. The paper presents the results from an extensive case study, including seven different cases within different settings. The empirical data is combined with existing theory and used to set up a framework for analyzing, setting up and running CPD projects. The framework consists of five groups of parameters, and describes its' influence on the execution of projects. Knowledge and trust are two parameters that have extensive impact on CPD projects, especially in the case of high level of external collaboration. Finally, a five-step procedure for better usability of the framework is also presented.
... Knowledge, compared with information, can be both explicit and tacit. New ideas and concepts are created through a continual dialogue between explicit and tacit knowledge [Nonaka, 1994]. Knowledge is built up in the everyday work and takes place behind the formal organizational structures and processes. ...
... Knowledge can also be broken up into two types: general knowledge and a more specific knowledge [Zack, 1999]. One variation of general knowledge can also be called context specific knowledge [Nonaka, 1994]. Organizational knowledge is built around an exchange between other actors and is integrated as a part of each company's processes. ...
... For decades, the knowledge based view of the firm has inspired research, especially related to innovation and change (Grant, 1996;Kogut & Zander, 1993;Nonaka, 1994;Pisano, 1994). Fundamental to this approach is that the transfer, integration, and development of knowledge are key to the distinctiveness of a firm and its development path. ...
... Explicit knowledge is easy to capture and as such easily transferred via digital technology (Nonaka & von Krogh, 2009). Instead, tacit knowledge is hard to capture, and hence (Nonaka, 1994) the access and transfer of tacit knowledge are difficult and demand observation, joint experiences, and more long-term direct interaction, often connected with trust (Nonaka & von Krogh, 2009;Levin & Cross, 2004). Especially tacit knowledge tends to be tied to contexts and direct long-term exchanges, so it is often considered sticky (Szulanski, 2000). ...
The creation and dissemination of knowledge is critical for enabling digital innovation in firms. Yet, many digital units fail to do so. We analyze multiple interviews with functional experts and digital unit members from eight firms to explore how digital units enable organizational digital transformation. Findings emphasize that strong structural separation and poor strategizing of the digital unit solidify existing schemes while not reducing organizational rigidities. This leads to knowledge becoming difficult or sticky to exchange. Successful digital innovation depends on knowledge creation and exchange among experts, non-experts, and managers. Digital units must find and integrate experts from digital technology and functional domains and convert their tacit knowledge into digital innovation requirements. We highlight the need for balance between fluidity and stability, as sticky knowledge conversion requires long-term relationships, while digital innovation demands fluid knowledge inflows and outflows. Thus, we contribute to digital unit research which emphasizes strong cross-functional exchanges.
... Knowledge management (KM) research has received much attention in the past 20 years (Chaudhuri et al., 2020;Usai et al., 2018) and has emerged as an interdisciplinary field that weaves together a wide and varied range of domains and industries (Boisot, 1998;Del Giudice and Maggioni, 2014;Edvinsson, 1997;Nonaka, 1994;Roos and Roos, 1997;Wenger, 1999). This resulted in the development of various models and frameworks (Intezari et al., 2021) since KM is becoming a critical survival factor for companies operating in all kinds of industries, especially in today's dynamic global business environment (Ardito et al., 2021;Cerchione et al., 2020;da Silva Nascimento et al., 2020;Del Giudice et al., 2017;Dezi et al., 2021). ...
... In this context, the concept of knowledge has been studied from a variety of perspectives, including what knowledge is (Lin and Ha, 2015), where it is embedded (Buenstorf and Costa, 2018;Marjanovic, 2021) and how it can be classified (Holsapple, 2005;Nonaka, 1994). Current trends have emerged as a result of these conceptualisations, such as the impact of knowledge risk management on performance (Durst, 2019), market knowledge sourcing determinants (Endres et al., 2020), heterogeneous knowledge ties (Maghssudipour et al., 2020), the role of an international joint venture in managing and exploiting knowledge (Bamel et al., 2021) and KM and green innovation (Abbas and Sa gsan, 2019;Shahzad et al., 2020). ...
Purpose-This paper aims to conduct a tertiary review to analyse the state of the art of literature reviews on knowledge management (KM) published in academic journals and provide an overview of their evolution. From 2000 to 2022, about 500 reviews have been published in the KM field, with most systematic studies compared to bibliometric or meta-analytic studies, and an absence of previous tertiary studies. Therefore, given the lack of previous tertiary research, this paper provides a complete picture of the evolution of review topics in the past and presents implications for both researchers and practitioners. Design/methodology/approach-A classification scheme was defined to cluster and evaluate the literature reviews, both in terms of methodological approach and content. Regarding the content, the various secondary papers were classified according to the purpose of the research (state of the art, taxonomy, research agenda and research framework), the unit of analysis (small and medium enterprise, large company, start-up and university), the KM models adopted and the thematic areas addressed. Furthermore, a tertiary review methodology was identified integrating two main approaches: a bibliometric approach for cluster identification and a systematic approach for the discussion. Findings-Two categories of contributions emerge from the results: those concerning research topics that have found a continuous interest over time and those that have not yet found a constant research interest. This latter aspect is relevant to help researchers conduct future literature analysis in KM research to bridge existing research gaps. Research limitations/implications-This paper provides a unique compendium of search directions to offer a comprehensive overview of the scientific debate about KM. This overview can also be used as a managerial panacea to identify best KM practice guidelines from existing reviews. Originality/value-This is a unique attempt to conduct a tertiary study on KM for more than two decades by providing insights into the structural body of knowledge through academic progress in the subject of KM. Thus, this study expands the field of KM and provides original approaches for research in the field.
... The second is that teams need to acquire the required knowledge effectively from outside (Kogut & Zander, 1992). From the perspective of knowledge creation theory, knowledge conversion is an inter-conversion process of explicit and tacit knowledge within an organization (Mishra & Bhaskar, 2011;Nonaka, 1994;Zahra & George, 2002). Absorptive capacity theory holds that knowledge conversion is an effective way for organizations to identify valuable knowledge outside the system, and then, teams will digest, absorb, and apply it to achieve organizational goals. ...
... Internal knowledge conversion is a process of mutual conversion of knowledge within a team, such as socialization, externalization, integration, and internalization of knowledge. For internal knowledge conversion, we mainly refer to the research of Tiwana & McLean, (2005) and Nonaka, (1994). In this research, the scale consists of four items, such as "team members synthesis and integrate team members' expert at the project level." ...
Digital project teams are constantly faced with undeniable challenges of how to improve team performance in the interactive era of knowledge economy and digital economy. This study aims to explore the mediating role of digital capability between knowledge heterogeneity and team performance and the moderating role of knowledge conversion. This study is quantitative and horizontal, focusing on digital project teams in China. The findings indicate that team knowledge heterogeneity can predict team performance, in which team digital capability plays a mediating role. Internal knowledge conversion enhances the positive relationship between team knowledge heterogeneity and capability, and further, external knowledge conversion enhances the moderating role of internal knowledge conversion. The originality of this study is that, concerning the relationship between knowledge heterogeneity and team performance, it is the first time to develop a model that regards digital capability as a mediator and knowledge conversion as a moderator. We constitute a significant contribution to the literature. Additionally, this study contains a series of practical implications which may contribute teams to a competitive advantage in emerging markets.
... Knowledge sharing aligns with open innovation, which provides an environmentally sustainable industrial process (Rumanti et al., 2021). Knowledge sharing, supported by Nonaka's (1994) knowledge-based theory, Barney's (1991) dynamic capabilities theory, Tzortzaki, and Mihiotis' (2014) knowledge management theory, and Luo's (2007) competition paradigm, helps organizations improve competitive performance and maintain market leadership. The resource-based view (Teece et al., 1997), the stakeholder resource-based view (Sodhi, 2015), and the paradox theory (Smith and Lewis, 2011) helped us improve our understanding of how people share knowledge. ...
... According to Nonaka's (1994) knowledge-based theory, knowledge is regarded as a company's most important resource in terms of its contribution to value creation and strategic importance. As Nonaka and Takeuchi (1995) explain in their seminal work, "organizational knowledge creation" (the capacity to produce new information, disseminate it within the organization, and incorporate it into goods, services, and systems) may be a crucial success element for a company. ...
The primary purpose of this paper is to illustrate the significance of several underlying theories of organizational sustainability from a motivational perspective. This paper adopts three theories from three distinct perspectives, including the institutional or organizational perspective, the employee perspective, and the stakeholder perspective, to construct and develop strong relationships among different variables to form a research framework connecting these three perspectives with organizational sustainability. The study then suggested a conceptual model for organizational sustainability based on three theories: the institutional theory (IT), the ability-motivation-opportunity (AMO) theory, and the stakeholder theory (ST). Several theoretical perspectives of organizational sustainability, including IT, AMO theory, and ST perspectives of sustainability concerns, were used to explore and determine the motivational viewpoint of these theories. This study began with a review of multiple studies and an analysis of the numerous ideas driving organizational sustainability. After that, the examined studies were appraised for their evidence and inadequacies. This paper included environmental, social, and economic aspects in one comprehensive review and focused on recent studies based on IT, AMO theory, and ST from a motivational perspective. Previous organizational sustainability reviews of several theories in different sectors or industries were primarily based on resource base view theory, resource dependency theory, social exchange theory, dynamic capability theory, and so on. This study examined current changes in IT, AMO theory, and ST theory from a motivational viewpoint. Additionally, the development of organizational sustainability in the industrial arena was addressed. This paper may be used as a guide for different stakeholders, especially practitioners and policymakers so that they can set up their strategies, action plans, and policies in a way that will ensure the sustainability of their organizations.
... Pemanfaatan sumber daya yang optimal hanya dapat terjadi jika manajemen memiliki kapabilitas untuk mengelola tacit knowledge. Hal ini juga didukung oleh teori manajemen pengetahuan (Nonaka, 1994). Knowledge management merupakan aset strategis dan mendorong berbagi pengetahuan antarindividu perusahaan. ...
... Tacit knowledge merupakan pengetahuan yang sifatnya individu, sulit untuk dikomunikasikan, sedangkan explicit knowledge merupakan pengetahuan yang sudah didokumentasikan. Konversi pengetahuan merupakan dasar untuk menciptakan kesuksesan strategi manajemen (Nonaka, 1994). ...
This study aims to identify business transformation opportunities of Petrokimia Gresik hospital from C-class to B-class. In this era of JKN, the establishment of hospital classes correlates with the amount of ceiling reimbursement and referrals. The lower the hospital class, the smaller the amount of ceiling, and the number of services recognized by the BPJS is limited to the status of the hospital class. The emergence of the BPJS program makes the determination of hospital class status to be important. Researchers use the entrepreneurial research approach, therefore, the three theories that form the basis of this research are theory of identification and development of opportunities; institutional theory; and the theory of achievement needs. This research is a qualitative research.The author conducts an analysis based on the results of interviews, observation, and documentation analysis. The results of the study show that the opportunity of Petrokimia Gresik hospital has not yet reached business transformation. According to the Getzel matrix, in the theory of identification and development of opportunities, Petrokimia Gresik hospital has the capability of values creation, but has not found the values sought to transform. One of the causes is that doesn’t have the motivation. In addition, the reasons that can be summarized from the results of the study regarding the lack of motivation are regulatory factors and the influence of the government; the distance between hospitals; the absence of rational legal order for transformation; financial readiness; unpreparedness of the hospitals, both administratively and financially; and the influence of parent companies.
... Information is processed, categorized, organized or structured data (Davenport & Prusak, 2000;Nonaka, 1994). However, knowledge is a combination of skills, information, experience, and insights (Nonaka & Takeuchi, 1995). ...
The decision to integrate mobile cloud computing (MCC) in education without determining optimal use scenarios is a universal problem as the adoption of such services becomes widespread. Accordingly, this study developed and validated a predictive model that explains the role of students' information management (i.e. retrieve, store, share, and apply) practices in predicting their attitudes toward using the MCC services for educational purposes. This study validated the model by the complementary use of machine learning algorithms alongside a classical SEM-based approach based on data collected from 308 undergraduate students. The SEM results indicated that the students' information management (i.e. retrieve, store, share, and apply) practices were significantly associated with their attitudes, which were significantly associated with the behavioral intentions. The structural model explained a significant portion of the variance in the behavioral intentions. Likewise, the classifier model suggested that the students' information management practices and attitudes predicted the behavioral intentions. Further, the applied algorithms predicted the behavioral intentions with an accuracy of more than 72% in most cases. Thereby, the study extended an original theory (TRA) into the MCC area by using a multi-analytical approach. The findings implied that employing the MCC services for personal information management should be supported and encouraged in the higher education by designing authentic learning environments and scaffolding the students in using such services.
... Information is processed, categorized, organized or structured data (Davenport & Prusak, 2000;Nonaka, 1994). However, knowledge is a combination of skills, information, experience, and insights (Nonaka & Takeuchi, 1995). ...
... Information is processed, categorized, organized or structured data (Davenport & Prusak, 2000;Nonaka, 1994). However, knowledge is a combination of skills, information, experience, and insights (Nonaka & Takeuchi, 1995). ...
... Sayfa 157 | 2023; 21 (1); Beşerî Bilimler Sayısı tanımlanmaktadır. Örtük bilgi ise bireylerin zihinlerinde bulunan, rakam ve harflerle açık bir biçimde ifade edilemeyen, bireylerin eylemlerinde ve iş yapma biçimlerinde ortaya çıkan, depolanması mümkün olmayan bilgi türüdür (Nonaka, 1994). ...
Bu araştırmada, bilgi yönetimi süreci ile yenilikçilik arasındaki ilişkide örgütsel öğrenmenin aracılık rolünün mevcut olup olmadığı incelenmiştir. Çalışma kapsamında, TR42 Doğu Marmara Bölgesi’nde yer alan teknoloji geliştirme bölgeleri (TGB) ile Orta Doğu Teknik Üniversitesi Teknokent Teknoloji Geliştirme Bölgesi ve Ankara Teknoloji Geliştirme Bölgesi’nde bilişim sektöründe faaliyet gösteren 239 işletmesinden anket yolu ile veri toplanmıştır. Bahse konu veriler doğrusal regresyon tekniği ve yapısal eşitlik modellemesi aracılığıyla analiz edilmiştir. Elde edilen bulgulara göre, bilgi yönetimi süreci bileşenleri olan bilginin edinilmesi, dönüştürülmesi ve uygulanması ile yenilikçilik arasında pozitif yönlü bir ilişki olup örgütsel öğrenme söz konusu ilişkide tam aracılık rolü oynamaktadır. Bilginin korunmasının ise gerek yenilikçilik gerekse örgütsel öğrenme ile anlamlı bir ilişkisi bulunamamıştır.
... However, A-shaped skills predict knowledge creation, supporting the link between cognitive skills and knowledge creation, as reported in previous studies (e.g. Madhavan et al., 1994;Nonaka, 1994;Nonaka et al., 1994;Madhavan and Grover, 1998). Again, the cultural nature of Jordan helps explain this, because A-shaped skills are widely used by those with power or influence. ...
Purpose-This study explored the relationship between employees' cognitive capabilities and firm performance by exploring the moderating role of decision-making style and the mediating effect of knowledge creation. Understanding the role of cognitive capabilities in value creation is crucial for human resource management to achieve the anticipated organizational performance. Design/methodology/approach-Structural equation modeling, cognitive skills theory, cognitive skills acquisition theory and a knowledge creation framework were applied. Findings-The first finding suggests that only A-shaped skills predict higher knowledge creation, while T-shaped skills do not. Second, knowledge creation predicts higher financial performance and a lower level of financial uncertainty. Third, T-shaped skills have no indirect effect on financial performance or financial uncertainty. Fourth, A-shaped skills exerted significant indirect effects on financial performance and uncertainty. Fifth, the rational decision-making style did not moderate the link between knowledge creation and financial performance, as opposed to the intuitive decision-making style. Originality/value-A review of existing research indicates a lack of studies examining the effect of cognitive skills on organizational outcomes and contingencies under which cognitive skills lead to superior outcomes. This study advances research on T-shaped and A-shaped skills and knowledge creation by empirically exploring their interrelationships with financial performance. Managerial implications and suggestions for future research are also highlighted.
... Knowledge is meaningful information which is being internalized by the person consuming it. Nonaka (1994) divided knowledge into two dimensions; tacit and explicit knowledge. Tacit knowledge refers to personal knowledge comprising viewpoints, intuitions, and values gathered through experiences. ...
This study examined the impact of personality traits on the knowledge sharing behavior of academicians in the public sector. The data were collected from 237 respondents using a questionnaire. The results showed that the personality trait openness to experience had a significant and positive impact on the knowledge sharing behavior and its sub-dimensions such as written contributions, organizational communication, personal interactions, and communities of practice. Furthermore, the personality traits extraversion and agreeableness positively predicted the knowledge sharing behavior for the dimensions of communities of practice and organizational communication, respectively. The results of this study would be helpful for the administrative staff of universities to develop programs to promote a knowledge sharing culture in universities and improve collaborative learning, research, organizational effectiveness, and performance. It would also be a worthy contribution to the existing literature as only a limited number of studies have addressed the role of personality traits in the knowledge sharing behaviors in the academic environment of a non-western country.
... The multinationality of MNCs provides them an advantage as they can acquire and utilize knowledge across national borders via their intra-firm connections (Kogut and Zander, 1993;Nonaka, 1994;Gupta and Govindarajan, 2000). There has been evidence that the transfer of knowledge within the intra-firm network, as well as via the embedded network of home, host, and third-country (Jimenez-Jimenez, Martinez-Costa and Sanz-Valle, 2014;Berry, 2015), and cross-border knowledge management helps MNCs maintain competitive advantages by both improving the effectiveness of knowledge acquisition as well as integrating and recombining existing knowledge (Nonaka, Toyama and Konno, 2000;Darroch, 2005;Ferraris, Santoro and Dezi, 2017). ...
This paper conducts an explorative study to examine the evolution of Multinational Corporation (MNC) subunit roles based on the characteristics of its competence creating (CC) activities. The study focuses on the heterogeneity of firm-specific evolutionary paths in the patterns of knowledge accumulation that support competence creating (CC) activities. Using continuous variables instead of creating categorization of subunit roles, we create a model to examine the strategic roles of MNC subunits, based upon the evolutionary trajectory of a subunit’s CC activities and its technological distance from its parent company. We identify and measure subunit CC intensity and subunit technological distance as the two determining dimensions that characterize an MNC subunit’s pattern of innovation in terms of competence-creating. The innovative activity was observed from large firms of the general chemical industry, with data that covers an over thirty-year window, to explore the characteristics of competence creation activities, and to examine the proposed typologies. Using the longitudinal observation, we further examine the evolution of MNC subunit roles based on the characteristics of their competence creating activities, and demonstrate several real world business examples of subunit typologies. This research makes both theoretical and methodological contributions to the literature of MNC innovation and subunit strategic roles by presenting a continuous model to examine competence-creating activities of MNC subunits. A connection between statistical data analysis and individual firm examples is made in the discussion of subunit evolutionary trajectories, which can lend itself to possibilities of in-depth case studies. Using the typology designed in this study, we can further examine the relationship between MNC strategy and subunit role evolution, using the continuous variables to describe a subunit’s innovative activities rather than categorizing subunits as a CC or CE type, which in turn allows for a more realistic understanding of MNC subunit behavior – as innovative firms should always have a combination of CC and CE innovations.
... That is because it shows how the characteristics of the social relationships and networks established by firms influence their ability to access, transfer, absorb and apply knowledge among firms. Although closely linked to the Knowledge-Based View (Kogut & Zander, 1992;Nonaka, 1994), Social Capital Perspective changes the point of view from an autonomous, self-reliant view of a firm's actions and outcomes to one that is essentially relational. In addition, all these arguments are applied to R&D collaboration with supporting organisations, which will be integrated into our research model. ...
Existing research highlights the importance of sourcing external knowledge in manufacturers’ innovative processes. Specifically, supplier involvement in new product development (NPD) has been widely analysed but without conclusive results. To shed light on this matter, this paper provides a deeper insight by analysing the indirect effects in the relationship between supplier involvement and two NPD dimensions (efficiency and effectiveness). In particular, it examines R&D collaboration with supporting organisations as a mechanism by which knowledge provided by suppliers may lead to better innovation performance. This study focuses on 155 high-tech and medium–high-tech Spanish firms to test indirect effects through the PROCESS macro. The results show that while there is a positive and significant indirect effect of supplier involvement on NPD efficiency through R&D collaboration with supporting organisations, that indirect effect is not significant in increasing NPD effectiveness. This research contributes to the literature on inter-organisational networks and NPD by analysing the effects of supplier involvement on NPD through the role played by supporting organisations, with different empirical evidence for each NPD dimension and practical implications.
... Cooperative enterprises can gradually build trust, encourage information exchange, and eventually achieve joint problem-solving [27]. Innovation is a high-knowledge process [49]. To achieve innovation, ecological participants must acquire of tacit knowledge from platform owners or other participants, such as development knowledge. ...
Platform ecosystems, as a new organizational form, provide enterprises with new contexts for innovation and entrepreneurship. However, due to a lack of dynamic data, we do not understand how the platform ecosystem evolves. Because the traditional methods have limitations, this study uses computer simulations to investigate the evolution and knowledge change of innovative cooperation networks in the platform ecosystem from the perspective of complex networks. The results indicate that the platform ecosystem’s innovation cooperation network evolves around initial network enterprises. The degree of enterprise cooperation shows a trend of decreasing first then increasing, but the efficiency of enterprise cooperation gradually decreases. Second, as the network evolves, the knowledge level rises, whereas the knowledge growth rate falls in the platform ecosystem. Meanwhile, the impact of network structure on knowledge change is unclear, whereas enterprise knowledge creation capability, knowledge absorption capability, and competitive pressure all have a significant impact on knowledge change.
... When, for example, a gap analysis within any organization recognizes the need for a particular kind of competency or knowledge in order to innovate and grow/change, the employee affirms this need and views the possibilities and opportunities for his/her career advancement and job satisfaction by acquiring the "missing" skill in an adult higher education setting; the chances for more targeted learning and its application within the organization are then clearly greater. In this way, the learning (of the individual) and the practicing (in the organization) become organically relevant to the organization, as they contribute to filling the needs for change and innovation, in the sense that Nonaka [61] describes innovation as: "a process in which the organization creates and defines problems, and then actively develops new knowledge to solve them" (p. 14). ...
This chapter explores educational practices to increase work relevance in lifelong learning education programmes. The outlet of the analysis is the development of skills for change, and to lay the grounds for innovativeness and entrepreneurial behaviour in future organizations. For the Higher Education Institutions (HEI’s), there are different pathways to shape and improve on their relevance to education for the work life. We examine how higher education institutions can consolidate their position in the future by agile attention to the development of the necessary skills that promote innovative and entrepreneurial behaviour. The primary argument is a need for a dynamic co-evolving relationship between the work environment and the fine tuning of educational content and educational practices in order to bridge the gap from curriculum to work context, and the probability of a meaningful application of educational content at work. The qualitative data is collected through interviews with students and their colleagues and superiors within two different organizations in Norway. From the analysis, we suggest a conceptual model providing further details of these “relational interdependences” between educational and work factors and outline some basic underlying factors in the work environment that help shape the relevance of skills needed in work life.
... Information and communications have been traditionally viewed through 'semantic' and 'syntactic' lenses. While Shannon had considered the semantic aspects of information as irrelevant to the engineering problem (Shannon, 1948), those did matter considerably within organisational theory (Nonaka, 1994), which prompted some scholars to further discuss 'knowledge in practice' (Carlile, 2002). We will integrate all the three dimensions of knowledge into a cohesive formulation of cyberspace awareness, and thereby not only viewing digital threat information through the commonly accepted syntactical and semantical paradigms, but also introducing an Operatic dimension of it, which pertains to its orchestration towards meeting the organisational or national goals and interests. ...
As security communities brace for the emerging social automation based threats, we examine the mechanisms of developing situation awareness in cyberspace and the governance issues that socialbots bring into this existing paradigm of cyber situation awareness. We point out that an organisation's situation awareness in cyberspace is a phenomena fundamentally distinct from the original conception of situation awareness, requiring continuous data exchange and knowledge management where the standard implementation mechanisms require significant policy attention in light of threats like malicious social automation. We conceptualise Cyberspace Awareness as a socio-technical phenomena with Syntactic, Semantic, and Operatic dimensions - each subject to a number of stressors which are exacerbated under social automation based threats. The paper contributes to the ideas of situational awareness in cyberspace, and characterises the challenges therein around tackling the increasingly social and often pervasive, automation in cyber threat environments.
... The researchers have argued on the importance of culture as a key variable in knowledge transfer process (Nonaka, 1994;Qin et al., 2017). Culture can impact the knowledge in which it is created and disseminated. ...
Purpose
Business research has highlighted the importance of knowledge transfer and innovation in multinational firms for better performance outcomes. However, the existing body of literature is characterized by differentiated theories, antecedents and outcomes. This study aims to address this gap by adopting a systematic approach to analyze knowledge transfer and innovation literature from the perspective of multinational organizations.
Design/methodology/approach
This study follows “preferred reporting items for systematic reviews and meta-analyses” (PRISMA) guidelines for conducting a systematic literature review. The study adopts a systematic approach for analyzing the literature using School of thought (S), Contexts (C), Methodologies (M), Triggers (T), Barriers (B), Facilitators (F) and Outcomes (O) framework (SCM-TBFO framework) devised for holistic literature review. The study analyzes 75 articles from reputed journals from 2000 to 2022.
Findings
In general, knowledge transfer and innovation in multinationals is a relatively new area and is evolving rapidly. There are many opportunities to study the various perspectives that are included in the SCM-TBFO framework. The key schools of thought included the evolutionary theory of innovation, institutional theory and internationalization theory. The studies had differing settings or contexts, including China, Europe, the USA and Taiwan. Further, key methodologies that were used included regression, case studies, structural equation modeling (SEM) and theoretical studies. Knowledge transfer and innovation triggers included competitive advantage, competitive pressure, constant requirements for better products and services, foreign direct investment (FDI) and globalization. Knowledge transfer and innovation facilitators were categorized into strategy-related facilitators, organization culture and orientation-related facilitators, and resource-related facilitators. Knowledge transfer and innovation barriers included autonomy, international knowledge dispersion, risk of knowledge leakage, search breadth, ambiguity and institutional voids. Key outcomes of knowledge transfer and innovation in multinationals included financial performance, innovation performance, knowledge flow, transfer effectiveness, patents and new product development.
Originality/value
By synthesizing the literature, the study aims to provide an overview of the current state of research on knowledge transfer and innovation in multinationals. The study develops a holistic model for fostering knowledge transfer and innovation in multinationals. The proposed novel framework can also be applied to perform a holistic assessment of the current literature in various research domains. Further, the study suggests future theory development and research agendas. The study also provides implications for practitioners using the framework to achieve more desirable outcomes.
... On the other hand, given the scarcity of resources characteristic of a startup, these businesses must rely on their intangible assets, such as knowledge and human capital, to achieve their scalability goals (Nonaka, 1994). Since individuals cannot be forced to share knowledge and express opinions, it must be ensured that members of the organization contribute by expressing their opinions and ideas. ...
Addressing the lack of research and knowledge about organizational silence in the nascent but promising Iranian startup ecosystem, this study examines the relationship between personality factors and organizational silence in Iranian startups. Data were collected using Vakola and Bouradas Organizational Silence Questionnaire and NEO Personality Inventory filled by 532 startup employees in Iran, then analyzed by Pearson and multivariate regression tests. Hypotheses were tested through SPSS. Data analysis demonstrated that personality factors predict 17.0% of the variance of organizational silence, and there is a significant relationship between each personality factor with organizational silence in startups. The strongest and weakest correlations with organizational silence were observed for openness to experiences and conscientiousness, respectively. The study is cross-sectional, so its results cannot be casually inferred; longitudinal studies are needed to obtain more comprehensive information. Access to qualified respondents was challenging because of startup managers’ overall conservativeness spirit and tendency to withhold information about their employees. This study has implications for startup managers and decision-makers. Since it has examined a destructive organizational phenomenon in the specific context of startups, this knowledge will help managers recognize and resolve organizational silence. This study has filled the research gap by examining the organizational silence in Iranian startups for the first time and has implications for theoretical development in this novel context; furthermore, it helps startup managers to deal with organizational silence more effectively.
... Knowledge sharing is the exchange of knowledge among the various knowledge units in an organisation (Nonaka, 1994). The practice of employees is to share their ideas (Hooff & Ridder, 2004). ...
Purpose: This study's goal was to investigate how Jordan's information and communication technology (ICT) sector knowledge management (KM) process affects organisational performance (OP). Additionally, the potential of information technology (IT) to act as a mediator between the KM process and improving the OP. Design/methodology/approach: This study was quantitative, using a survey. Data were collected from the managers of 143 Jordanian Information and Communications Technology (ICT) companies. Partial least squares structural equation modelling (PLS-SEM) and bootstrap approaches were used to evaluate the hypothesised paths. The data gathered were screened using SPSS (version 26), and these hypothesised relationships were tested with that data. Findings: The findings showed that KM and IT capability significantly impacted organisational performance. Also, IT capability mediated the association between knowledge management process and Organisational Performance. Practical implications: Developing nations look to the ICT sector to create new jobs and accelerate their economic progress. The findings improve the understanding of the associations and impacts of KM and IT capability on organisational performance among owners/managers, practitioners, and academics in the ICT sector. Owners and managers can use the findings as a guide to making better and more effective decisions for applying KM with IT capability standards to achieve superior performance and engage in ongoing market competition. Owners/managers should develop improved and effective decisions for implementing KM with IT capability. Originality/value: This is the first empirical study to look at the links among knowledge management, IT Capability and organisational performance in an ICT sector within an developing country context such as Jordan.
... The first line of research underlined the concept of constant individual learning from casual practices and daily relations with other peers in their organization, while the second perspective conceptualized OL as a learning process where information is collected, analyzed, interpreted, and is disseminated as knowledge (Ali et al., 2020). OL from this perspective, was envisioned to be closely associated with KM (Nonaka, 1994). Concurrent with the increasing of interdisciplinary research in tourism and hospitality, OL received attention and seminal works have been published in leading journals (Ghaderi & Paraskevas, 2021) and books (Hall & Williams, 2020). ...
... The first emphasizes the participation in a social community, while the second focuses on the individual and its learning needs. Nonaka 3 supported that the creation of knowledge is a two-stage process. A core knowledge base, the so-called "explicit" knowledge, becomes "tacit" knowledge through experience and practice. ...
Objective:
University teachers, who primarily provide guidance and advice to their students, can play a significant role in educational process transformation. As there is no particular e-learning framework, it is important to understand the factors and variables that may impact both its effective usage and further successful implementation. The current study aims to outline the influence of university faculty, and possible barriers preventing medical students from using apps for learning purposes.
Subjects and methods:
Α cross-sectional study was conducted with an online survey questionnaire. The population of the study included 1,458 students from all the seven Greek schools of medicine.
Results:
University faculty (51.7%), followed by fellow students and friends (55.6%), constitute the second most common source of information on adopting apps for medical education. 45.8% of students rated their educational guidance as insufficient/inadequate, 33.0% as moderate, 18.6% as quite good, and only 2.7% as sufficient/complete. University professors have proposed certain apps to 25.5% of students. PubMed (41.7%), Medscape (20.9%), and Complete Anatomy (12.2%) were the leading suggestions. The main barriers to app usage were the lack of knowledge of apps' benefits (28.8%), insufficient updates of their content (21.9%), their cost-effectiveness (19.2%), and financial reasons (16.2%). Most students preferred using free apps (51.4%) and 76.7% preferred universities to cover apps' expenses.
Conclusions:
University faculty represent the main source of information regarding the adaptation of medical apps in the educational process. However, students need improved and enhanced guidance. The main barriers are ignorance about apps and financial reasons. The majority prefer free apps and universities to cover their cost.
... Explicit elements are codifiable and objective. The early foundational work in the 1990s (e.g., Kogut & Zander, 1992;Nonaka, 1994) that built on Polanyi's (1966) ideas underscores this distinction. It continues to be utilized to date as it captures an important knowledge characteristic that affects the ease of transfer, the choice of transfer mechanisms, and the critical determinants of transfer success. ...
... In such a situation, consultants have to reduce the time they can devote to research, training, the acquisition or creation of new knowledge and especially the production of innovations. Thus, the time off or "redundant time" (Nonaka, 1994) becomes particularly reduced even though it is usually considered as essential for the generation of innovations. ...
... Menurut Wijayanti & Sundiman (2017), Upaya peningkatan sumber daya manusia yang berdaya saing, maka diperlukannya pengelolaan pengetahuan terhadap individu yang dimiliki oleh suatu perusahaan. Pengetahuan merupakan alat yang efektif dalam meningkatkan kemampuan organisasi untuk melaksanakan tindakan yang tepat (Nonaka, 1994). Knowledge Management (KM) adalah proses yang memastikan bahwa "orang-orang di dalam organisasi memiliki informasi yang tepat pada waktu yang tepat dalam format yang tepat" (Bolisani dan Bratianu, 2018). ...
This study aims to determine the effect of TQM as independent variabel on corporate sustainability as dependent variabel with knowledge management as an intervening variabel. The number of respondents involved in this study were 60 respondents, all of whom were employees of gas industry companies in Batam City who had ISO 9001 certification in company quality standards. This study uses a quantitative approach. The data in this study were obtained from the results of filling out a questionnaire. The research data were analyzed using the Partial Least Square (PLS) technique which was carried out with the help of the Smartpls version 3 program. Based on the results of the analysis in this study, several conclusions were obtained, namely: (1) TQM can have a positive and significant effect on CS, which is the better practice of TQM in the company, the better company's sustainability could be, the dimensions of CS that can be significantly influenced by TQM practice are Environmental dimension of sustainability, good TQM practices can certainly improve the sustainability of a company in the social environment; (2) TQM as a positive and significant effect on KM, the better implementation of TQM in a company, the better knowledge management could be, the dimension of KM that can be significantly influenced by the implementation of TQM in a company is the Knowledge Acquisition dimension; (3) KM has a positive and significant effect on corporate sustainability, the better the company's knowledge management, the better the company's sustainability, all dimensions of corporate sustainability can significantly increase from the increase in knowledge management; (4) KM can mediate the influence of TQM on CS, which means the good implementation of TQM can improve KM and increase CS. Penelitian ini bertujuan untuk mengetahui pengaruh Total Quality Management (TQM) sebagai variabel independen terhadap Corporate Sustainability (CS) sebagai variabel dependen dengan Knowledge Management (KM) sebagai variabel mediasi. Jumlah responden yang dilibatkan dalam penelitian ini adalah sebanyak 60 responden yang seluruhnya merupakan karyawan di perusahaan gas industri di Kota Batam yang telah memiliki sertifikasi ISO 9001 dalam standar mutu perusahaan. Penelitian ini menggunakan pendekatan kuantitatif. Data dalam penelitian ini diperoleh dari hasil pengisian kuesioner. Data hasil penelitian dianalisis dengan menggunakan teknik Partial Least Square (PLS) yang dilakukan dengan bantuan program SmartPLS versi 3. Berdasarkan hasil analisis dalam penelitian ini, diperoleh beberapa kesimpulan, yaitu : (1) TQM dapat berpengaruh positif dan signifikan terhadap CS dimana semakin baik praktik TQM di perusahaan maka semakin baik keberlanjutan perusahaan, dimensi CS yang secara signifikan dapat dipengaruhi oleh praktik TQM adalah dimensi Enviromental Sustainability, praktik TQM yang baik dipastikan dapat meningkatkan keberlangsungan perusahaan berdasarkan lingkungannya; (2) TQM berpengaruh positif dan signifikan terhadap KM, dimana semakin baik pelaksanaan TQM di sebuah perusahaan maka semakin baik KM di perusahaan tersebut, dimensi KM yang secara signifikan dapat dipengaruhi oleh pelaksanaan TQM di perusahaan adalah dimensi Knowledge Acquisition; (3) KM berpengaruh positif dan signifikan terhadap CS, dimana semakin baik KM di suatu perusahaan maka semakin baik keberlangsungan perusahaan. Seluruh dimensi CS secara signifikan dapat mengalami peningkatan keberlanjutan melalui KM; (4) KM dapat memediasi pengaruh TQM terhadap CS, pelaksanaan TQM yang baik dapat meningkatkan KM dan meningkatkan CS.
... Նոնական (Nonaka 1994) առանձնացրել է գիտելիքի փոխակերպման վերոնշյալ չորս եղանակները, որոնց իրականացման վրա շատ մեծ ազդեցություն ունի կազմակերպական մշակույթը՝ որպես միջանձնային հարաբերությունների կարգավորման և կայուն համագործակցության գրավական: Հիմնվելով ՀԱՀՆ 1 (հանրայնացում, արտակայում, համակցում, ներակայում) մոդելի վրա` նա փոխկապակցել է հստակ և ենթադրելի գիտելիքները և ցույց տվել դրանց փոխազդեցության աստիճանը. ...
The current article puts forward the relationship and interaction between institutional knowledge management and organizational culture at universities. Institutional knowledge of universities is one of the key factors having strategic importance, the management of which contributes to the development of institutional capacities and promotes gaining competitive advantage. Effective management of institutional knowledge at universities is based on strong organizational culture. This article also discusses the four main types of organizational culture (clan, adhocracy, hierarchy and market cultures), among which the clan culture, has the greatest impact on the institutional knowledge management. The universities having clan culture encourage innovation and creativity, problem solving, decision making and change management, as well as apply combined traditional and strategic approaches to management.
... According to Salim et al. (2019), EI research has just begun to investigate the role of 'firms' internal capabilities in enhancing firm performance without elaborating the role of knowledge dynamics. Organizational knowledge dynamics represent knowledge creation and sharing activity (Nonaka, 1994). The term "knowledge dynamics" represents how knowledge undergoes change development and integrates many of a ''firm's new experiences and new ways of thinking (Bratianu and Bejinaru, 2020). ...
Purpose-This study focuses on establishing relations with some important but underestimated elements of knowledge dynamics and firm orientations to characterize organizational circular economy activities through eco-innovation (EIN). The advent of the circular economy (CE) in this post-pandemic era has brought unpredictable sustainable challenges for the manufacturing industries. This research paper aims to bring more clarity to the extant literature on the relationship between environmental innovation (EI) and CE. Design/methodology/approach-In this study, a systematic literature review methodology was used to research the determinants of EI in the knowledge environment that drives the implementation of a CE. Findings-This paper proposes a framework that articulates organizational learning and orientation dynamics and offers a new set of internal knowledge resources for a corporate CE. It is found that change toward CE requires connection with EI. However, successful CE growth largely depends on leveraging knowledge resources and orientation dynamics (stakeholder orientation, sustainability orientation, organization learning orientation and entrepreneurial orientation). CE techniques are still in their early phases of adoption and their implementation is still in its development. Circular knowledge economy (CKE) has the potential to be a useful alternative to achieving thriving CE to achieve sustainability in local and global businesses operations. Practical implications-This study helps companies to understand the organizational learning and different orientation dynamics for achieving CE principles. The research findings imply that EI is critical in establishing a sustainable transition toward CE through organizational learning and orientation dynamics and has garnered significant attention from academics, public policymakers and practitioners. The proposed framework can guide managers to develop sustainable policies related to the CE. This research recognizes that firm-level CKE is important in shaping how knowledge resources relate to CE within transition management literature. Originality/value-This paper abridges the knowledge gap in identifying key drivers and presents the current eminence, challenges and prognostications of sustainable EI parameters in the changing climate of CE. This study builds a framework that combines insights from different viewpoints and disciplines and extends one's understanding of the relationship between EI and CE. From a theoretical perspective, this study explains the knowledge management complexity links between EI and CE. It builds a theoretical bridge between EI and CE to illustrate how firms transition toward CE following the recommendations. Thus, researchers should continue to support their research with appropriate theories that have the potential to explain EI and CE relationship phenomena, with a particular emphasis on some promising but underutilized theories such as organizational learning, dynamic capabilities and stakeholder theories.
... Also suggest knowledge creation in spiral form using four modes of knowledge conversion. Knowledge is created through conversion between tacit and explicit knowledge: 1) from tacit knowledge to tacit knowledge (socialization), 2) from tacit knowledge to explicit knowledge (externalization), 3) from explicit knowledge to explicit knowledge (combination), and 4) Hybrid Spiral Model to Improve Software Quality Using Knowledge Management 343 from explicit knowledge to tacit knowledge (internalization) which is called SECI model [21]. ...
In a fast and dynamic competitive environment it is not easy to survive and
maintain a credit in market. It can be possible when user/customer trust on product quality
and its performance. This can be possible when process is well defined because quality of
product directly related to the quality of process. To develop a mature and effective
process lot of resources is required, every organization want to achieve that at a minimum
cost and time. That can be achieved when they effectively utilize the knowledge and
experience. At present knowledge management is an area where quality is derived. In this
paper we show how knowledge management is used to achieve quality in finished product
and proposed a hybrid spiral model which is integration of spiral model and knowledge
management. We proposed a hybrid spiral model to improve software quality using
knowledge management which is based on knowledge flow during process. Proposed
hybrid spiral model has been illustrated with example.
... • Creation: This is the stage to create new knowledge, and often, it is the heart of the organization's competitive advantage. Knowledge creation, according to [5], is related to a continuous transformation and adaption of the different types of knowledge, as users practice, interact, and learn. ...
Meetings are a fundamental part of a group decision-making process. As organizations grow across the globe and remote teams rise, the meetings become even more complex. Therefore, new technologies expanded the definition of a meeting as a face-to-face situation to an activity distributed in space and time. In this research, we identify similarities among meetings types and classify them using knowledge management principles. This information may be used to help with planning meetings, capturing information, reusing knowledge, and creating best practices tailored for each meeting type. We also develop a meeting transcription application, which interfaces with transcription software to extract information from meetings and index them for further use. This transcription strategy facilitates communication, bringing flexibility and efficiency by automatically transcribing meetings in a text while providing a more accurate and reliable method of meeting documentation. A use case is described using the solution, to exemplify its operation.
... Tacit knowledge is more valuable to an organization, as it makes up the majority (90%) of knowledge held by employees ( Smith, 2001) and due to difficulties faced in transferable (Nonaka, 1994). While explicit knowledge, "book smart", can be easily collected, presented, absorbed, and thus transferred; tacit or "street smart" knowledge is based on practical experience and can't easily be codified (Smith, 2001). ...
This research focuses on identifying the challenges faced by expatriates during knowledge transfer. Further it investigates the tools employed by these expatriates in facilitating knowledge transfer to the host country nationals. Fifteen challenges identified by Singhapong and Muenjohn (2008) that expatriates face and which affect their work (including knowledge transfer) in Thailand, have been taken for relevance to expatriates in Pakistan. Knowledge transfer tools identified by Smith (2004) have been taken for the purpose of this study to assess if these factors also apply to Pakistan. Data was collected from 26 respondents of four nationalities. Ranking method was employed using mean and standard deviation to rank the knowledge transfer tools and challenges faced by expatriates. Results demonstrate that restrictions on work permit were the biggest challenge faced by expatriates while working here in Pakistan. Verbal communication was found as the highly ranked knowledge transfer tool employed by expatriates through which host country nationals learn. This applied exploratory study contributes to the literature on knowledge management for Pakistan that will enable future in depth research in this area.
... En la perspectiva emergente "middle-up-down" la organización está compuesta por administradores que actúan como coordinadores y facilitadores de los procesos, son emprendedores y líderes que crean o patrocinan varios proyectos, que actúan en una estructura organizacional horizontal basada en la gente, y enfocados simultáneamente en el conocimiento tácito y explícito, con una visión común y objetivos que guían la actividad, y la autonomía para desarrollar esta actividad (Nonaka, 1994;Hamel y Prahalad, 1994;Floyd y Wooldrige, 1994, 1997, y 2000. Los administradores medios juegan un rol importante en detectar nuevas ideas y en movilizar los recursos alrededor de estas nuevas ideas (Karter, 1982), influyen en los procesos estratégicos que emprenda la alta administración (Nguyen, 2011;Meyer, 2006;Westley, 1990), desempeñando diferentes roles importantes en las organizaciones (Porter, 2006;Wooldridge, 1994;Raes et al., 2011 ). ...
... As a result of the scholarly interest in intangible resources especially organizational knowledge and learning resources as fundamental strategic assets for organizations" competitiveness and value creation (Senge, 1990;Nonaka, 1994;Teece, 1998), the intellectual capital (IC) construct has been introduced and developed as a new interpretative category addressing knowledge-based organizations and a synonym for intangible resources and knowledge capital (Lerro, Linzalone, & Schiuma., 2014;Bounfour, 2015). Bontis (2002) described IC as the collective knowledge that is embedded in personnel, organizational routines, and network relationships of an organization with all its stakeholders. ...
The usage and practices of knowledge management in higher educational institutions are growing after the development of information and communication technology. Knowledge management in educational institutions has a strong link with academic activities aligned to innovative change in the research as well as teaching and learning practices. Knowledge management in academia has also a direct impact on the academic performance of faculty members where they are responsible for conducting academic activities and promoting academic discourses. In this background, this research adopts a quantitative methodology to collect data from the 445 academic staff employed at four universities in Nepal. The factor analysis was used to explore the variables and items associated with knowledge management and academic performance. This process has identified seven dimensions of knowledge management and four dimensions of academic performance. The relationship was carried out by using correlation analysis while the multiple regression analysis was used to measure the association of knowledge management and academic performance. The research shows the association between the dimensions of knowledge management and academic performance. The association and relationship of knowledge management and academic performance matter highly in academia. Furthermore, the knowledge creation process enhances the intellectual capital of every individual which has an impact on the knowledge economy of a society.
This paper examines the technological structures of the manufacturing and the ICT sectors in Korea to examine the potential shift of dominant technological sectors in the era of the Fourth Industrial Revolution (4IR). By using patent data of Korean firms from 1990 to 2021, we find that the manufacturing sector has been the dominant technological leader in Korea in terms of both the number of patents and the diversity of technologies, even in the era of 4IR. Although the ICT sector has shown an increasing focus on Industry 4.0 (I4) technologies after the 2000s, indicating the potential for a shift in dominance in the future, the gap between the two sectors is still significant. The study also reveals that the manufacturing sector tends to diversify technologies, while the ICT sector specializes in several target technologies. Our analysis also suggests that both sectors exhibit path-dependency, with the ICT sector exhibiting stronger characteristics, and firms in both sectors exhibit the tendency of intensive and extensive margin in their patenting activities, but this tendency is stronger for firms in the manufacturing sector.
The direct influence of digital platforms on organizational efficiency, financial performance, and strategy attracts the close attention of researchers. The complex mechanisms and pathways of digital platforms on transformation capacity, however, are still unclear at the global and Asia Pacific levels. Drawing on dynamic capability theory, we empirically explore how digital platforms augment organizational innovation performance. We advance the current literature on digital platforms by finding that digital platform capability boosts an organization’s dynamism and innovation performance. Furthermore, we extend the literature by revealing that, indirectly, innovation capability and strategic alignment have a substantial influence over digital platform capability and innovation performance. Finally, the study formulates a conceptual model from a dynamic capability perspective, rather than from a resource-based view, and test it using the responses collected from 153 Pakistani manufacturing firms.
Purpose
Microfoundations have received increasing attention in several management disciplines. This study aims to outline the uniqueness of microfoundations research in innovation, look at where it comes from and where it is going and provide rich opportunities for future work.
Design/methodology/approach
To advance research in this area, this study conducted a systematic literature review combining mixed methods and creating a mapping framework to take stock of progress in the innovation microfoundations research field.
Findings
This study shows how distinct subfields have formed around key ideas expressed in subsets of seminal articles, shedding light on the relational nature of knowledge creation – uncovering these subfields’ characteristics, evolution and future trajectories.
Originality/value
This study develops a framework that reflects a critical analysis of the microfoundations of innovation within dos three research levels – individual, process and interaction and structure – and highlights the research gaps and potential research questions for future research that reflect the broad spectrum of approaches in the microfoundations of innovation literature.
Proceedings of the First International Workshop on Current Compliance Issues in Information Systems Research (CIISR 2021), Co-located with the 16th International Conference on Wirtschaftsinformatik (WI 2021), Online (initially located in Duisburg-Essen, Germany), March 9th, 2021.
Originally published online by CEUR Workshop Proceedings (CEUR-WS.org, ISSN 1613-0073)
Effective knowledge management implementation requires organizational, Human, and Technological appropriate infrastructure. Throughout the literature, most authors cite (Culture, Structure leadership, and Information Technology). The primary aim of this study was to verify the success factors for knowledge management implementation at Moroccan universities via the Abdelmalek Essaadi University subject of this work. Through a deductive reasoning approach and a quantitative working method, using the questionnaire as a tool to collect data from a proportional random and representative sample of 88 teacher-researchers from the different institutions of the university under study, the analysis of the data was done according to two logics, a descriptive logic by calculating the means and the standard deviations and an analytical logic for the test of the hypotheses by using regression. This paper presents empirical evidence of the positive relationship between (Management leadership, IT) and (KM) implementation at Moroccan universities with a Pearson correlation rate of R = 0,635 For Leadership, 0,712 for Culture, 0,576 for Structure, and 0,554 for Information Technology. Also, the results got to show the insufficient presence of initiatives for (KM) application, with an average of 2,14 for leadership and 2,29 concerning (IT), 1,89 for culture, and 2,03 for the structure according to the university's teachers. This paper presents empirical evidence on the importance of organizational, technical, and human factors in knowledge management implementation.
TACIT KNOWLEDGE AND WEAK SIGNALS IN
ORGANIZATIONAL LEARNING
The negative effects of the current age structure trend on the labour market and economic
growth are highly significant and present a challenge in the Finnish and global economy alike.
Even though the public opinion suggests that experience is highly valued as a competitive
advantage in the firms some observations are in contradiction to that. When companies are
forced to lay off people it often happens at the expense of the more experienced based on
observation of the news. Organizations have many means at their disposal to mitigate the
effects so that valuable experience does not leave the company with the senior.
In the theoretical part of the thesis knowledge creation and making it explicit is explored. Tacit
knowledge which is deeply rooted in the experience of the worker and developed in time while
engaging in the daily tasks is a source of competitive advantage to a company that works in a
knowledge intensive business. It is important to share it, or rather facilitate the emergence of it
while juniors are working with the more experienced. The tacit knowledge that can be made
explicit should be codified as long as it supports the company goals. In the decision-making of
the firm there is a future and past perspective. Capturing weak signals from the customer
interface should be on every workers agenda and well managed it will help plan against the
surprises and possibly generate growth.
This thesis is a case study of a Finnish SME company working in a knowledge intensive
business area in manufacturing capacity and designing its own products. The thesis looks into
the views and practices of the personnel in how experience is valued and what could be done to
capture the lessons learned from the seniors before it is too late. Simultaneously it was
observed what knowledge is already in explicit format and how it is shared internally. Through
the answers given in the interviews best practices and development points were identified
where juniors and seniors felt challenges. The thesis gives some guidelines in how the
organization could be managed so that future signals from the periphery and thinking
strategically would be in the minds of more people working in the customer interface in their
daily tasks.
The study shows that the organization has many good practices already in place that facilitate
tacit knowledge integration into new knowledge created. Some observations support the idea of
the factor that the company could include the seniors more in the creation of the new knowledge
to make it more efficient. Trust and openness, accepting diverse opinions and reflection
together adds value and produces better decisions. Instead scanning the periphery for weak
signals for threats or opportunities could benefit from more consistent practices and maybe
reintroduce some old ones in order to facilitate scenario working.
Facilitating the emergence of learning and removing the barriers from flow of information are
significant contributors to competitive advantage of a firm. The expert retires but the expertise
should not.
KEYWORDS:
Knowledge, knowledge intensive work, organizational learning, innovation, strategy, competitive
advantage, weak signals, tacit knowledge, intangible assets, product development
Como garantir que o conhecimento gerado em um projeto seja absorvido e usado por toda a organização? O framework deste artigo mostra práticas que podem ajudar nessa direção.
The aim of this study is to identify the effect knowledge creation process on organizational innovation in Social Security Corporation in Jordan. To achieve the objectives of the study, a questionnaire was prepared consisting of (47) items. The study population consists of all (Managers of departments, Directors of directorates, Heads of departments and staff), who perform their duties in Social Security Corporation in Jordan. The number of employees was about (435) employees. Where the study followed the method of comprehensive survey to withdraw the sample study. The study reached there is an effect of the process of creating knowledge on organizational innovation in the Social Security Corporation in Jordan. The study recommended that knowledge management should be adopted as an input to improve the levels of individual and organizational innovation, through the establishment of an independent department in Social Security Corporation in.
Holistic innovation, namely the “strategy-driven open innovation, collaborative innovation and comprehensive innovation”, emphasizes the effective allocation and utilization of resources required for innovation activities through open, collaborative and comprehensive innovation under the guidance of strategy, so as to yield innovation results.
This paper employs exploratory case study research to investigate a hierarchy in an open source community, and it answers these questions: Is a hierarchy prevailing in open source communities? In what is a hierarchy in open source projects grounded? What influences the hierarchical positions of individuals?
My findings indicate that although open source communities appear democratic at first sight, they are only limitedly so. A hierarchy is prevailing that differs from that of bureaucratic organizations. It is informal, emergent and based on the contributors’ project-specific knowledge, and I refer it as a ‘knowledge hierarchy’. An individuals’ position in the knowledge hierarchy is determined by a variety of factors: In general, the earlier an individual enters a community, the more project-specific knowledge he absorbs and creates before/ after the entry, the higher the position in the hierarchy will be. I summarize my findings in a number of propositions and in a model of a knowledge hierarchy.
Traditional organization theory stresses formal organizational structures and an explicit hierarchy as coordination instruments in organizations on the market-firm continuum. Newer forms of organizing move away from this model, such as in the case of open source software development communities. This paper employs inductive, exploratory case study research to investigate a hierarchy in an open source community. It aims at answering the following research questions: Firstly, is the hierarchical principle prevailing in (seemingly democratic) open source communities? Secondly, in what is a hierarchy in open source projects grounded, and what influences the hierarchical positions of individuals in this setting?
My findings suggest that although open source software development communities appear to be entirely democratic at first sight, they are only limitedly so. In the communities studied, a hierarchy prevails different from those we know from bureaucratic organizations. In open source communities, the prevailing hierarchy is entirely informal, emergent and it is grounded in the contributors’ project-specific knowledge. I will refer to this type of hierarchy as a ‘knowledge hierarchy’. My research reveals that an individual’s position in the knowledge hierarchy is determined by a variety of factors; in general, the earlier an individual enters a community, the more project-specific knowledge he or she is able to absorb, the higher this person’s position in the knowledge hierarchy. Knowledge was found to create mobility, entry and exit barriers for the contributors to a certain project. I do summarize my findings in a number of propositions and in a model of a knowledge hierarchy in open source communities.
Ausgehend von den theoretischen Paradigmen ist ableitbar, dass das ManagementManagement von WissenWissen einen besonders wichtigen Aspekt darstellt, damit diese RessourceRessource auf strategischer Ebene genutzt werden kann. Es müssen unterschiedliche Voraussetzungen zugelassen und geschaffen werden, damit WissenWissen entstehen, verteilt, genutzt, etc. werden kann. Ein besonderes Instrument stellt die WissensbilanzWissenWissensbilanz dar, welche ein „Inventar“ darstellt, in welchem der Bestand an wissensbasierten RessourceRessourcewissensbasierteWissenwissensbasierte Ressourcen strukturiert zusammengefasst wird. Dies ermöglicht das Erkennen von Defiziten und damit (quantitativ und qualitativ) jene Anküpfungspunkte, welche vom ManagementManagement optimiert werden können. Sie stellt demnach die wichtige Basis dar, damit eine strategische Ausrichtung nach dem KBV umgesetzt werden kann. Die optimierte Umsetzung der StrategieStrategie erfolgt dann unter Berücksichtigung von unterschiedlichen Aspekten des WissensmanagementWissenWissensmanagementManagementWissensmanagement, welche zu einem erfolgreichen Transfer von WissenWissen zwischen Individuen und Gruppen führen, sodass die Grundlage für eine lernende OrganisationLernenlernende OrganisationOrganisation geschaffen werden kann.
ResearchGate has not been able to resolve any references for this publication.