Article

Enhancing Knowledge Creation in Organizations

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Abstract

The objectives of this study are to understand the importance of knowledge creation in organizations and to explore the ways to enhance knowledge creation in organizations. Knowledge creation is important in the sense that innovation is driven by the creation of knowledge and knowledge creation is perceived as one of major assets. This paper identifies and explores three ways to enhance knowledge creation, namely via 1.) using the right KM strategy to support business strategy, 2.) practicing the relevant leadership behaviours, and 3.) cultivating organizational learning culture.

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... The first process is the creation of new knowledge within an organization, known as the knowledge creation process. Knowledge creation can arise from social interactions between individuals or through the use of codified knowledge through a knowledge management system (Pei, 2008). This knowledge creation process is used to collect and capture knowledge both within and outside the company, which will then be used as company knowledge to improve company performance. ...
... In a narrow sense, knowledge embedding refers to the application of knowledge in business activities with the aim of maintaining competitiveness and creating added value (Slavkovic & Babic, 2013 a series of processes that encompass the creation, transfer, and embedding of knowledge. According to Pei (2008), knowledge creation is the creation of new knowledge in new technology within organization. This knowledge creation process is used to gather knowledge from both within and outside the company which then becomes company knowledge. ...
Conference Paper
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The aim of this study is to analyze the effect of knowledge management processes on organizational performance with innovation as a mediating variable. The knowledge management process variable is measured using three dimensions-the knowledge creation, transfer, and embedding processes-while the innovativeness variable is measured using two dimensions, namely technical and administrative innovations. Organizational performance variables are measured with nine indicators. This study applied a quantitative approach and was conducted at state-owned enterprises in Indonesia. Data were collected from 325 respondents via surveys and were analyzed using descriptive and path analysis (causal step). The Sobel test was performed to test the direct and indirect effects of the innovativeness variable. The results show that innovativeness mediates the relationship between the knowledge management process and organizational performance. Although the knowledge management process directly and significantly influences organizational performance, the effect is stronger if the relationship is mediated by innovativeness. The implications of this finding can be used by management, as it is important for organizations to manage the knowledge management process by providing many programs to increase innovativeness in order to enhance their performance.
... If everyone is able to contribute his/her knowledge, then it would help the organization to produce much better managerial systems or product/services. (Pei, 2008) Time and energy to these accomplish this objective and devote knowledge, develop plans as to how to efforts ( Omotayo, 2015). ...
... There is a close relationship, people are more willing to support and encourage innovative ideas, as the individuals involved are able to give, with a number of patents and with a number of new products, the confidence needed to turn ideas into successful projects (Hasanov, 2014) While the availability of existing knowledge helps to reduce complexity in innovation processes, the creation of knowledge is important to ensure organizations produce more new innovations, organizations are able to innovate faster and more successfully through creating and using knowledge rapidly and effectively (Pei, 2008) Stacy Chapman (2013) identified the social recruiting processes by sharing and creating information in: 1-Share, but do so appropriately. Make sure your hiring managers and employees do as much of the sharing as possible and haven't thought of as a spammer. ...
Article
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To enhance KS, KC and innovation, we must automate the human being ideas and concentrate on the technological development of human capital (brains, minds, and ideas) by knowledge management systems, collects and shares knowledge from expert individuals in an organization. (Bary, 2005).Many companies have used mobile technology to provide totally new processes and services, and the impact of these can be identified "Mobile technology "(Lamont , 2015)From the overview of the researcher that KC and KS with the support of e-recruitment inside organizations, could The aim of this paper is to propose a model that describes a relationship between knowledge management processes (knowledge creation, and knowledge sharing) which these two processes can affect directly on one of the E-Human Resources Management practices, it is E-Recruiting in organizations. with new internet tools and applications, employees can communicate the right E-HRM practices inside and outside organizations such as E-Recruitment to enhance, explore, and construct new models to support new products and services .in writing this paper I fixed on a strong relationship between KC, KS, and E-Recruitment by getting better organizations performance in using the right knowledge to the right people at the right time.
... Garzón y Fischer (2008), afirman que la experiencia empresarial demuestra que el nivel superior intelectual de los integrantes del aprendizaje colectivo desarrollado en trabajos colaborativos, es potencialmente superior al del aprendizaje individual. Según Pei (2008), las organizaciones que apoyan en forma favorable la cultura de aprendizaje organizacional dedican una atención especial en promover el intercambio de conocimientos. Los individuos con mayor capacidad de aprendizaje (aquellos de alto nivel de formación académica) están más animados a contribuir a la base de conocimiento de la organización bajo la cultura que se propició para el intercambio de conocimientos y dando énfasis al reconocimiento (Pei, 2008). ...
... Según Pei (2008), las organizaciones que apoyan en forma favorable la cultura de aprendizaje organizacional dedican una atención especial en promover el intercambio de conocimientos. Los individuos con mayor capacidad de aprendizaje (aquellos de alto nivel de formación académica) están más animados a contribuir a la base de conocimiento de la organización bajo la cultura que se propició para el intercambio de conocimientos y dando énfasis al reconocimiento (Pei, 2008). ...
Article
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This work aims at presenting a reflection on the relationship between organizational learning and performance adopting the approach of dynamic learning capabilities. It considers different typologies that have been proposed in diverse studies to classify organizational learning by collective scope or individual level. Based on such typologies, the factors that affect the development of organizational learning are selected. This enabled to find the reasons why organizations should view learning as a platform for competitiveness and permanence over time. It is also a measure to ensure maintainability in dynamic and ever-changing environments. Regarding the method, a descriptive literature review of specific time periods was conducted to link OL, dynamic learning capabilities and performance. It used concepts related to the learning organization as a reference. In addition, it was based on the type of organizational learning and the (individual and collective) surrounding environment. Some considerations on organizational learning and business performance highlight the importance of OL for the approach of dynamic learning capabilities and its influence on performance. Finally, the significance of OL in business competitiveness was demonstrated at different levels and structures.
... New knowledge created in the organization promotes enhancement in internal management aspects as well as enhance inventive manufacturing aspects which rightfully focuses on customers' needs and preferences. Thus, knowledge creation is considered to be one of the chief assets for an innovative organization as innovative organizations are portrayed through creation of knowledge (Pei, 2008). ...
Article
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Total quality management (TQM) is a key operational approach that provides organizations a superior competitive advantage. Also, TQM facilitates knowledge management (KM) in the organization. Because of the synergistic effect, TQM and KM can enhance organizational performance (OP). This study is aimed at investigating the nature of the relationship between TQM and knowledge creation process (KCP) and the effect of this relationship on organizational performance (OP). A conceptual model was formulated and tested based on the literature review in the areas of TQM, KCP, and organizational performance. A questionnaire survey was conducted among respondents at different levels of the organizations. Certain dimensions of TQM were used and organizational performance was measured through balanced scorecard PJAEE, 17 (7) (2020) EFFECT OF TOTAL QUALITY MANAGEMENT ON ORGANIZATIONAL PERFORMANCE: MEDIATING ROLE OF KNOWLEDGE CREATION PROCESS 9025 approach. Structural equation modeling (SEM) was employed to analyze the data. The findings from the analysis of 450 completed questionnaires confirmed that TQM has significant positive association with organizational performance. The SEM results also support that TQM has significant direct impact on knowledge creation and knowledge creation has significant direct effect on organizational performance. The results of the path analysis reveal that knowledge creation mediates the relationship between TQM and organizational performance. Practitioners can use this study as a fundamental guideline for instituting an efficacious knowledge management, specially knowledge creation, supported by total quality management practices. Moreover, the study provides insights to managers in formulating technological, process, and human centered strategy.
... Knowledge creation as a practice can be defined as those activities that surround the conversion of subjective tacit knowledge (based on experience) to objective explicit knowledge, also called externalisation (Tiwana, 2000). The importance of knowledge creation manifests in the fact that both public and private universities need knowledge as a tool to compete with their rivals and global competitors (Pei, 2008). On the other hand, universities need to create new knowledge so as to be able to enhance their efficiency and effectiveness. ...
... TIC, a type of organizational capability, is related to some characteristics of organizational activities regarding technology innovation [10]. Increasing scholars believe TIC is a complex and vague concept that is usually challenging to be measured directly [15][16][17]. To accurately measure TIC, different scholars define the term TIC from different perspectives. ...
Article
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Technological innovation capability (TIC) refers to a fundamental ability owned by an organization to invest and reorganize production factors in technology innovation for gaining competitive advantages. It has attracted increasing attention to evaluate enterprises’ TIC in a competitive market. However, the existing methods have some limitations in the accuracy and efficiency of assessing TIC. This paper proposes a novel approach of evaluating enterprises’ TIC, which combines the entropy weight method and Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS) based on patent information. Entropy can determine the weights of indicators that help improve the rationality of the weighting. Besides, TOPSIS may reasonably rank the calculating results, which helps solve poor results in a fuzzy comprehensive evaluation. The paper takes seven enterprises in the solar cell technology field as samples to illustrate the proposed method. The results show that the Entropy-TOPSIS method can effectively evaluate enterprises’ TIC and is more suitable for small samples.
... New knowledge created in the organization promotes enhancement in internal management aspects as well as enhance inventive manufacturing aspects which rightfully focuses on customers' needs and preferences. Thus, knowledge creation is considered to be one of the chief assets for an innovative organization as innovative organizations are portrayed through creation of knowledge (Pei, 2008). ...
Article
Full-text available
Total quality management (TQM) is a key operational approach that provides organizations a superior competitive advantage. Also, TQM facilitates knowledge management (KM) in the organization. Because of the synergistic effect, TQM and KM can enhance organizational performance (OP). This study is aimed at investigating the nature of the relationship between TQM and knowledge creation process (KCP) and the effect of this relationship on organizational performance (OP). A conceptual model was formulated and tested based on the literature review in the areas of TQM, KCP, and organizational performance. A questionnaire survey was conducted among respondents at different levels of the organizations. Certain dimensions of TQM were used and organizational performance was measured through balanced scorecard PJAEE, 17 (7) (2020) EFFECT OF TOTAL QUALITY MANAGEMENT ON ORGANIZATIONAL PERFORMANCE: MEDIATING ROLE OF KNOWLEDGE CREATION PROCESS 9025 approach. Structural equation modeling (SEM) was employed to analyze the data. The findings from the analysis of 450 completed questionnaires confirmed that TQM has significant positive association with organizational performance. The SEM results also support that TQM has significant direct impact on knowledge creation and knowledge creation has significant direct effect on organizational performance. The results of the path analysis reveal that knowledge creation mediates the relationship between TQM and organizational performance. Practitioners can use this study as a fundamental guideline for instituting an efficacious knowledge management, specially knowledge creation, supported by total quality management practices. Moreover, the study provides insights to managers in formulating technological, process, and human centered strategy.
... In turn, knowledge creation indirectly motivates employees intellectually and emotionally to be committed to their job (Greiner et al., 2007). Furthermore, Pei (2008) explained that good leadership that provides a clear direction and general guidelines for employees in terms of the type of knowledge to create enables employees to be engaged toward their organisation. Note: **p < 0.01, *p < 0.05. ...
... Knowledge can be split into two different forms, explicit and tacit. Despite the lack of consensus about its definition (Ng Sin, 2008), tacit knowledge is understood as an individual form of knowledge acquired from an individual's experiences, their context and the individual's interpretation of them (Dreyfus et al., 1986;Griffiths, Boisot and Mole, 1998;Johnson-Laird, 1983). This includes a human processing and interpretation of experiences through senses, predispositions, physical circumstances and intuition (Tangen, 2004). ...
Article
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This article discusses knowledge creation in Norwegian football, how and to what extent work is done to externalise and preserve tacit knowledge at association and club level, and the differences in approach to knowledge management at those two levels. It is based on a qualitative research design with fourteen interviews. Five of the interviewees work for the Norwegian Football Association (Norges Fotballforbund, NFF), and nine of them work in two leading clubs.
... Over the past three decades an increasing number of authors have talked about the strategic importance of knowledge in post-industrial organizations (Pyöriä, 2005;Pei, 2008). Galbraith's (1967) pioneering studies on knowledge workers has inspired many of the ensuing works (Yanow, 2003). ...
Article
Safety participation is a higher-order concept for safety improvement. The dynamic hazards in refinery plants make safety participation one of the significant factors for the plants' safety culture, with safety climate being the foundation of this relation. The present study aimed to probe into the influence of safety climate on safety participation and also investigate as to whether safety knowledge and attitude mediate between the relation of safety climate and safety participation in the context of refinery plants. To this end, the five-point Likert scale questionnaires that included safety participation, knowledge and attitude scales besides safety climate variables were utilized for data collection in two refinery plants in west coast of peninsular Malaysia. A pilot study was applied for clarity of the items to a group of employees (n = 30) at a petroleum refinery plant; the results showed that the internal reliability of the domains ranged between 0.71 and 0.89. Total number of the returned valid questionnaires was 111, and the response rate was 55.5%. Partial Least Squares (PLS-SEM) as a structural equation modeling method was used to test the objectives of the study. The results of structural equation modeling confirmed the safety climate's positive effect on the employees' plant safety participation. It was also revealed that safety knowledge and attitude fully mediated between the relation of safety climate and safety participation in the context of studied refinery plants. The findings of this study could have significant theoretical and practical implications for the employers and employeesꞌ safety participation.
... In turn, knowledge creation indirectly motivates employees intellectually and emotionally to be committed to their job (Greiner et al., 2007). Furthermore, Pei (2008) explained that good leadership that provides a clear direction and general guidelines for employees in terms of the type of knowledge to create enables employees to be engaged toward their organisation. Note: **p < 0.01, *p < 0.05. ...
... Therefore, creativity or innovation is needed to generate new kinds of products, technologies, as well as managerial systems (Tan, 2014). Hence, knowledge management is vital to promote and develop the creation of knowledge in organizations in order to earn value, worth and achieve high quality of performance and efficiency (Pei, 2008;Räisänen, 2010). ...
Article
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Nowadays, through the competitive business, creativity and innovation are essential elements that lead organizations to generate concepts of value, worth and be in the racetrack of worldwide competition. There was an urgent need to emerge new concepts that strengthen and fasten the speed of developing business. Important concepts are Learning Organization and Knowledge Creation, both together ensure acquiring life skills and professional stability and security through facilitating the learning process. The current study tries to seek answers that identify and explore the role of learning organization dimensions on enhancing knowledge creation. The sample consisted of all executives working in (10) commercial banks operating in Jordan featuring (134) individuals. The study found that learning organization dimensions have impact on enhancing knowledge creation. Thus, commercial banks seek to improve the team dynamics, build their skills and experiences, and builds a high performing team which reflects on the positively on the banks, and helping them to continue running effectively. The findings suggest further research must be considered about other units of analysis.
... Another vital factor of understanding online learning is the impact of virtual learning on learner outcomes which have demonstrated increases in learners' levels of critical thinking (Heijltjes, van Gog, Leppink & Pass, 2015). These postings and interactions in a 3D virtual environment serve as knowledge capital that may contribute to a knowledge spiral within the learning environment (Nonaka & Takeuchi, 1995, Sin-Pei & Lama, 2008. Many researchers have undertaken various projects to investigate aspects of virtual worlds. ...
Chapter
Examined in this 3D Virtual World case study was undergraduate student engagement on a learning task and student creation of knowledge. After creating a 3D didactic constructivist virtual world, student conversations were recorded for analysis using Hara, Bonk, and Angeli's (2000) engagement framework and Nonaka and Takeuchi's (1995) knowledge creation theory. The five forms of student engagement augmented the learning process and a complete knowledge spiral was documented, emphasizing the use of the four modes of knowledge conversion. Though limited in time and scope, results further suggest that a highly engaged community of learners was created.
... Another vital factor of understanding online learning is the impact of virtual learning on learner outcomes which have demonstrated increases in learners' levels of critical thinking (Heijltjes, van Gog, Leppink & Pass, 2015). These postings and interactions in a 3D virtual environment serve as knowledge capital that may contribute to a knowledge spiral within the learning environment (Nonaka & Takeuchi, 1995, Sin-Pei & Lama, 2008. Many researchers have undertaken various projects to investigate aspects of virtual worlds. ...
Article
Examined in this 3D Virtual World case study was undergraduate student engagement on a learning task and student creation of knowledge. After creating a 3D didactic constructivist virtual world, student conversations were recorded for analysis using Hara, Bonk, and Angeli’s (2000) engagement framework and Nonaka and Takeuchi’s (1995) knowledge creation theory. The five forms of student engagement augmented the learning process and a complete knowledge spiral was documented, emphasizing the use of the four modes of knowledge conversion. Though limited in time and scope, results further suggest that a highly engaged community of learners was created.
... Knowledge creation can be considered as the transfer, combination, and maintenance of the different types of knowledge, as user practice, interact, and learn (Nonaka & Takeuchi, 1997). Knowledge can be created through social interactions between individuals or through the KDD and shared in information systems (Pei, 2008). ...
Article
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The Sensing Enterprise paradigm relies upon the collection and processing of several types of data, from a wide variety of sources, including sensor networks. If the data collected is to be useful in the support and decentralization of its decision-making capabilities, the data gathered must be transformed into actionable information and knowledge. Knowledge management principles can and should be applied as they can assist in the fulfillment of the Sensing Enterprise vision. It states that enterprises with sensing capabilities will be able to anticipate future decisions by the understanding of the information handled, which enables specific context situations awareness.
... 282–283). As a result, individuals are likely to make themselves more open to one another and develop more fully depth and breadth awareness (Hirschhorn 1997, p. 90; Lee et al. 2003, p. 210). Argyris (2002) provides a convincing illustration of a productive dialogue. ...
Article
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Despite several insightful empirical studies on how new knowledge is created in organizations, there is still no satisfactory answer to the question, how is new knowledge created in organizations? The purpose of this paper is to address this question by focusing on direct social interaction, adopting a dialogical approach. The following argument is advanced. From a dialogical perspective, new knowledge in organizations originates in the individual ability to draw new distinctions concerning a task at hand. New distinctions may be developed because practitioners experience their situations in terms of already constituted distinctions, which lend themselves to further articulation. Further articulation develops when organizational members engage in dialogical exchanges. When productive, dialogue leads to self-distanciation, namely, to individuals taking distance from their customary and unreflective ways of acting as practitioners. Dialogue is productive depending on the extent to which participants engage relationally with one another. When this happens, participants are more likely to actively take responsibility for both the joint tasks in which they are involved and for the relationships they have with others. Self-distanciation leads to new distinctions through three processes of conceptual change (conceptual combination, conceptual expansion, and conceptual reframing), which, when intersubjectively accepted, constitute new knowledge. Several organizational examples, as well as findings from organizational knowledge research, are reinterpreted to illustrate the above points.
... The organization needs to support and provide a context for key knowledge workers to create new knowledge. Strategies for enhancing knowledge creation include practicing relevant leadership behaviors such as providing vision and support for innovation; and cultivating an organizational learning culture (Pei, 2008). TM can play a role in supporting such strategies: ...
Article
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Purpose The purpose of this paper is to examine how the principles of talent management (TM) can be leveraged to enhance an organization's knowledge management (KM) initiatives. Design/methodology/approach This paper critically reviews the literature pertaining to the emerging concept of TM and specifically that which focuses on “smart talent management” i.e. the fusion of TM and KM concepts. The authors offer insights as to how TM can benefit KM and then discuss these insights with a focus group of KM practitioners. Findings The fusion of the two concepts has so far only been considered by human resource scholars who have tended to examine how learnings from the field of KM can be leveraged to advance TM. The authors confront the issue in reverse and identify five KM concerns – identifying key knowledge workers, knowledge creation, knowledge sharing, developing knowledge competencies, and knowledge retention – which they argue can be advanced through the application of TM principles. Their focus group confirms that these KM concerns can benefit from the integration of TM principles, but some more than others. Originality/value The fusion of TM and KM has so far only been considered from a HR perspective. This paper examines the fusion of the two concepts from a KM perspective. Five specific KM concerns which can benefit from the integration of a TM approach are detailed and then validated by a focus group of KM practitioners.
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This study examines the effect of Knowledge Management (KM) processes on organizational performance in Saudi Arabian service organizations. It focuses on knowledge creation, capture, sharing, and application, and examines their effects on quality, operational, and innovation performance. While the service sector can enhance operational efficiencies through effective KM implementation, the extent of this impact, particularly in terms of quality and operational performance in developing countries like Saudi Arabia, remains underexplored. The study uses a quantitative methodology, obtaining 605 valid responses from Saudi service sector managers through an online self-reported questionnaire. Structural equation modeling validates the research model and tests the hypotheses. Results indicate that knowledge sharing has a nonsignificant effect, while knowledge creation, capture, and application have substantial impacts. Specifically, knowledge application significantly improves operational performance, while knowledge creation influences quality and innovation performance. Organizations are advised to understand their KM processes’ structure to effectively implement and leverage their impact on performance. Emphasizing knowledge sharing through personalized communication channels, employee development opportunities, and effective incentive systems is recommended to sustain engagement and motivation. Furthermore, prioritizing KM tools and technology for seamless knowledge flow across organizational levels and implementing collaborative tools can enhance innovative capabilities, adaptability, and competitive advantages.
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This study aims to determine the impact of Knowledge Management factors on Talent Performance. This paper discusses the possibility of a growing tension between talent progression and capability development which emerges as a result of Knowledge Management and Talent Management strategies. It is argued that the interrelationship between the increasing trend to develop Knowledge Management strategies leads to developing Talent Management in the organization. Merging of the two concepts, KM&TM , has so far been considered only by human resource scholars who have tended to examine how learning from the field of KM can achieve TM goals. Talent management involves the practice of continuously discovering, developing, using and retaining those people in an organization who are especially valuable in terms of having a great potential for the future of the organization. The knowledge management system includes all of the interacting and interdependent elements that pertain to monitoring and controlling knowledge like: creating knowledge, evaluating knowledge, using knowledge and sharing knowledge. This paper clarifies the knowledge management and reviews various techniques for knowledge representation and examines how the principles of knowledge management (KM) can be used to enhance an organization's talent management (TM).
Chapter
Knowledge either exists in abundance or needs to be generated in a tech savvy environment that we live in. Genesis per se would not suffice. Knowledge needs to be disseminated to concerned stakeholders to achieve set goals and to foster performance and productivity. The knowledge creation process espoused by Nonaka and Takeuchi has been hailed by many albeit with the criticism that certain things were abstract and may not suit non-Japanese scenarios. However, knowledge can either be tacit or explicit and the transformations keep spiraling. This paper examines the components of the SECI model and their impact on knowledge genesis and dissemination and subsequent impact on employee behavior and employee performance in information technology services. Structural equation modeling has been applied to assess the causal relations. The effect of certain demographics like cadre and educational level are also examined. The primary data stems from survey of 829 IT professionals serving in IT firms at Chennai, South India.
Chapter
Efficient preprocessing of image is necessary in all classification of biometrics to obtain an enhanced image. In this research study, CASIA database consisting of numbered palm print is used. Original left and right palm print images are subjected to various stages of filtering and pre-processed image is obtained. The PSNR values are computed and results are tabulated for the filters applied and the graph is plotted. The comparison between tabulated values indicated that pre-processed image has the higher values of PSNR and an improvement in the image quality is observed. The appropriate filter based on PSNR values is identified to proceed further with segmentation and feature extraction process.
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Research background: Knowledge Management (KM) is generally known as the process of generating, capturing, organizing, storing, disseminating and applying knowledge in an organization. Every organization finds knowledge as a very valuable asset, as need for better management of knowledge has become imperative for organizations to remain ahead of competitors, gain popularity among equals and become an integral asset for organizational functionalities. There is a clear indication that banks, both in the public and private sectors, can highly benefit from the adoption of KM. Nevertheless, one general question arises: which sector would be better off with the adoption? Since KM demands key investments of its enablers, a careful knowledge management process should be examined so as to determine a better KM implementation for sustainable success. Purpose of the article: This study aims to examine the knowledge management processes as practiced by designated public and private banks in Sri Lanka through an empirical analysis to determine whether there are differences in the knowledge management practices of the two sectors. Methods: The unit for analysis is banks i.e. both in the public and private sectors. The questionnaires were distributed to all the managers in various branches of the banks so as to record a high rate of return. There are two sections in the questionnaire whereby each one addresses each of the two study objectives respectively. A total of 159 responses were gathered through a survey of questionnaires containing 24 questions related to the six constructs of the KM process. SPSS version 23.0 was employed for statistical analysis.
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With the growing popularity of knowledge management (KM), many studies concentrating on KM have been carried out by researchers and practitioners. However, little attempts have been made to empirically investigate its status quo in manufacturing organizations. Thus, this article presents the results of an exploratory KM survey conducted in Malaysia’s manufacturing industry. The perception of importance and extent of practice of a set of KM constructs among manufacturing companies were investigated and the important findings obtained from the survey were highlighted. It is hoped that the survey results will give valuable insights to help practitioners in strategizing their KM efforts effectively and serve as a guideline for further research and development.
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Purpose – The purpose of this study is to examine the effect of knowledge management (KM) on manufacturing performance and the relationships among three KM measures, namely, knowledge resources, KM processes and KM factors. It also determined a collective set of KM metrics based on these three measures. Design/methodology/approach – Data were collected using questionnaires posted to 700 manufacturing companies in Malaysia from which 206 usable responses were obtained. The analysis and hypotheses testing were implemented using structural equation modeling. Findings – The results showed that the constructs of knowledge resources, KM processes and KM factors have significant and direct effects on manufacturing performance. In terms of covariance, the results also indicated that these three constructs were correlated with each other. Research limitations/implications – The sample over-represented large firms and the study was a cross-sectional approach that collected data at a single point in time. Practical implications – The results obtained would help managers to better understand the linkage between KM and manufacturing performance. They could use the results to manipulate their KM practices to improve their manufacturing performance. The proposed set of KM metrics could also act as a common language and provide directions for future research. Originality/value – This paper is one of the first empirical studies that has examined the relationship between KM and manufacturing performance. Furthermore, it has investigated the relationships among knowledge resources, KM processes and KM factors.
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This study contributes to the literature on learning across organizational levels by modeling the role of social connectivity in shaping the micro-practices of new group members. Our core argument is that, because social context prompts, shapes, or terminates habitual routines, and systematically alters the cost-benefit consequences of breaking them, how newcomers perceive their roles and the emotional norms of the group influences the quality of their contributions to collective learning. The proposed theoretical framework begins to explain when and why micro-practices can inhibit or distort group learning. We suggest that tightening perceptions of role boundaries and amplifying perceived emotional dissonance selectively constrains collective learning by determining how organizational routines are practiced by individual members.
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Organizational learning is an important means for improving performance. Learning is a process, that is, often relational in the sense of relying on interactions between people to determine what needs improving and how to do it. This study addresses the question of how the quality of work relationships facilitates learning behaviours in organizations through the ways it contributes to psychological safety. Data collected from 212 part-time students who hold full-time jobs in organizations operating in a wide variety of industries show that capacities of high-quality relationships (measured at time 1) are positively associated with psychological safety, which, in turn, are related to higher levels of learning behaviours (measured at time 2). The results also show that experiences of high-quality relationships (measured at time 1) are both directly and indirectly (through psychological safety) associated with learning behaviours (measured at time 2). These findings shed light on the importance of quality relationships in the workplace for cultivating and developing perceptions of psychological safety and ultimately learning behaviours in organizations. Copyright © 2008 John Wiley & Sons, Ltd.
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This study shows how 152 researchers from several research centers of a Portuguese university perceive the facilitators and barriers to knowledge management. Three domains are considered – knowledge gathering, creation, and diffusion. Three dimensions of barriers and facilitators were considered – individuals, socio-organizational processes, and technology. Regarding both barriers and facilitators, but mainly barriers, the findings suggest that researchers are more sensitive to the “soft” aspects of knowledge management (i.e., individuals, socio-organizational processes) than to the “hard” ones (i.e., technology). This suggests that, although technology is an important facilitator, it is people and their interactions that create knowledge and promote the knowledge flow.
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Many of today's multinationals have been restructuring to improve their global competitiveness. This study examines the process by which managers from different cultures influence structural and systems innovation in their firms using data from 71 firms in seven nations. The findings reveal that scanning, control and functional specialty are related to having influnce over organizational innovations. The sources of influence varied by both the type of innovation (structural or systems) and the manager's cultural setting. The implications of these findings for multinational firms are discussed.
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Purpose To provide an inventory of leader behaviours likely to enhance employees' innovative behaviour, including idea generation and application behaviour. Design/methodology/approach Based on a combination of literature research and in‐depth interviews, the paper explores leadership behaviours that stimulate employees' idea generation and application behaviour. The study was carried out in knowledge‐intensive service firms (e.g. consultants, researchers, engineers). Findings It was found that there were 13 relevant leadership behaviours. Although innovative behaviour is crucial in such firms, it has received very little attention from researchers. Leaders influence employees' innovative behaviour both through their deliberate actions aiming to stimulate idea generation and application as well as by their more general, daily behaviour. Research limitations/implications Future quantitative research could condense our overview of leader practices, explore which practices are most relevant to employees' idea generation and/or application behaviour, which contingency factors influence the leadership‐innovative behaviour connection and provide information as to whether different practices are relevant in other types of firms. Originality/value Neither the innovation nor the leadership field provides a detailed overview of specific behaviours that leaders might use to stimulate innovation by individual employees. This paper fills that void.
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Examines the influence of social interaction on the process of knowledge creation. A cross-sectional study was conducted in an Institute of Higher Education to determine the relationship between the level of social interaction and the quality of the knowledge created. The knowledge creation process was operationalised for the curriculum development process while the quality of the knowledge created was operationalised for the quality of the modules developed. The findings show a positive correlation between the level of social interaction and the quality of the modules developed. Among the three dimensions of social interaction, the relational dimension was shown to be the strongest predictor to the quality of the modules developed. Practitioners are, therefore, advised to prioritise the development of the relational dimensions of the social interaction. In addition, the findings confirm the difficulty associated with knowledge measurement. Suggests that in measuring knowledge, meaningfulness and context take greater importance over objectivity.
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The complexity of skills and processes needed in the development of today's products and services requires that managers attend to the role of tacit knowledge during innovation. Knowledge held in people's bodies and heads, our unarticulated knowledge, is the very basis of creativity and is not easily captured nor codified. The process of innovation is both an exploration and synthesis. This article examines ways in which managers can begin to deal with tacit knowledge; how to create an environment for a divergent process that includes a wide and healthy proliferation of ideas and a successful convergent process in which options are narrowed and a solution is decided upon and implemented.
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We argue that current concepts of knowledge management and organizational learning are, by themselves, limited in their ability to improve organizational effectiveness. We show how these concepts may be usefully integrated with organizational creativity and innovation within a single framework that combines the apprehension of knowledge with the creative utilization of such knowledge. Field research and experience are described showing how this framework has been applied to achieve measurable improvements in effectiveness in a wide range of organizations.
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Purpose The purpose of this paper is to study the influence of organizational environment on the selection of knowledge management strategies. The paper focuses particularly on the relationship between business and knowledge management strategy and the success of the knowledge management initiatives. Design/methodology/approach This paper is a case study researching 11 German and Swiss companies. The knowledge management initiatives were categorized by six criteria (objectives, processes, problems, content, strategy, knowledge type) and their fit with the respective business strategy of the organizational unit was evaluated. Findings The findings in this paper suggest a relationship between the success of knowledge management and the alignment of knowledge management and business strategy. The paper also shows that an organization whose business strategy requires process efficiency should rely primarily on a codification strategy. An organization whose business strategy requires product/process innovation should rely primarily on a personalization strategy. The most successful knowledge management projects were driven by a strong business need and with the goal to add value to the organizational unit operations. Research limitations/implications The paper shows there are limitations due to the qualitative nature of the research: logical rather than statistical conclusions, small sample size, and subjectivity of interpretations. Practical implications The paper sees that a manager should be aware of the objectives and business processes of the organizational unit and chooses the knowledge management strategy and objective in accordance to the business strategy and objective. Originality/value The paper enhances understanding about the influence of organizational environment factors on the success of knowledge management initiatives.
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'I shall reconsider human knowledge by starting from the fact that we can know more than we can tell', writes Michael Polanyi, whose work paved the way for the likes of Thomas Kuhn and Karl Popper. "The Tacit Dimension", originally published in 1967, argues that such tacit knowledge - tradition, inherited practices, implied values, and prejudgments - is a crucial part of scientific knowledge. Back in print for a new generation of students and scholars, this volume challenges the assumption that skepticism, rather than established belief, lies at the heart of scientific discovery.
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Knowledge creation is the key source of innovation in any company. However, it is a fragile process fraught with uncertainty and conflict of interest. The effective creation of new knowledge (especially tacit social knowledge) hinges on strong caring among organization members. Managers have several means to facilitate caring relations, including new incentive systems, mentoring programs, care as an articulated value, project debriefings, and training programs in care-based behavior.
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Managers in a wide array of organizations are concentrating on knowledge creation as a way to achieve competitiveness. Organizational knowledge, they hope, enables them to bring innovative products/services continuously in the marketplace. However, many are finding it difficult to understand how organizations create knowledge. By using the concepts of individual learning capability and the learning culture of organizations, the present study shows how the sum of individual knowledge does not equate to organizational knowledge. This distinction between individual knowledge and organizational knowledge is an important one, as a majority of studies do not clearly show how individual knowledge is different from organizational knowledge. The study also offers a set of suggestions to managers to develop a learning culture in the organizations.
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Innovation is the secret to competitive advantage in today's rapidly changing environment, but how does a company ensure an innovative environment? Is innovation all in the process, or does organizational culture play a role?
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The Second Comparative Study of Knowledge Creation Conference was held in St. Gallen, Switzerland, in June 1998. The conference focused on the development of ideas, concepts and perspectives that advance the theory and practice of knowledge creation. Three conference presentations are highlighted in this review.
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Purpose The purpose of this study is to gain a better understanding of the factors that influence the innovative power of organisations. The concept of innovation and innovative power was examined by analysing the relationship between the construct of the learning organisation, knowledge organisation and innovative organisation, and has resulted in an innovation process model. This model consists of three processes: knowledge creation, innovation and learning to learn. The factors that might influence this cycle are: added value for stakeholders, leadership, climate, structure and strategic alignment. Design/methodology/approach This is an exploratory study that was conducted at Océ Technologies in The Netherlands.The case study consisted of a qualitative and a quantitative stage and comprised a selection of two innovation projects separated in time. The purpose of the first phase was to collect information about the innovation spiral, through interviews with members of three divisions in each innovation process. After this, a survey was designed and sent to all employees and managers of the three divisions involved in the two innovation cases. Findings On the basis of a data analysis, factors explaining variance in terms of innovation, learning and knowledge creation were identified. If innovation is discontinuous, the innovation spiral is not valid; if innovation has a strength in critical reflection on cases from the past to mould the future, the model has some explanatory power. Research limitations/implications Using a survey technique to retrieve data from a current innovation experiment has a set of possible risks like maturation, forgetting, selection and a different context. Reflection and reconstruction, however, are the only possible means to achieve this. A case study does not guarantee generalisation of results. Originality/value By studying the model and the factors that can influence them, organisations understand that it is necessary to integrate their initiatives in organisational learning, knowledge creation and innovation for the benefit of the organisation, to find a better way to adjust to discontinuous change and finally gain innovative power.
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The path from an innovative idea to a profitable business is long and difficult. Often, good ideas will never be realized because they do not succeed in bridging the innovation gap that exists between the different R&D departments and the operational units, especially in large companies. Siemens Corporate Technology held an idea competition to help bridge this gap. In so doing, it identified several factors that make such competitions successful, as well as the risks. Furthermore, it learned that idea competitions can be a first step toward more comprehensive innovation processes that will be successful in the long term.
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Understanding the causes, processes and consequences of innovation at work is important in a rapidly changing social, technological and economic environment. This book provides the first major accessible review of existing research and writings, giving students, researchers and practitioners a clear perspective on this aspect to social change. The book adopts a largely psychological approach in arguing that the introduction of new ways of working can best be understood as a social process in which our own and others' reactions are vital in determining the outcome. The book therefore has major implications and recommendations for the human resource management school. Individual, team and organizational innovations are considered and new models for understanding each are offered. The contributors from Europe and North America, all renowned in their fields, suggest how agents for change can facilitate innovation and how work environments can foster or inhibit innovation processes. The book therefore provides a synthesis of existing knowledge while offering new ways forward for understanding and practice. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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Purpose – At a time when many companies in the Spanish and Basque manufacturing industries are attempting to embark on delocation movements (also commonplace in other countries), the increase in innovatory capacity is becoming an essential element in counteracting such movements and the downsizing that these involve. The study presented here seeks to measure the explicit emphasis given by manufacturing companies from the Basque Region (Spain) in the field of innovation, and the degree of adaptation of their management context to features of the middle‐up‐down model as put forward by Nonaka et al. to promote an effective knowledge generation process. Design/methodology/approach – An ad hoc questionnaire has been addressed to Chief Executive Officers, within the framework of broader research into organizational learning and business performance started in 2002. This questionnaire is focused more on the “hard” elements of the management context than on the “soft” ones, which may limit its usefulness under certain circumstances. Findings – Conceptually‐speaking, the methodology used has the value of linking extremely abstract concepts from the middle‐up‐down model (knowledge vision, articulation of this vision by means of concepts and images, “BA”, “information redundancy,” etc.) with specific elements from the management context. Originality/value – The results of the study reveal that manufacturing companies from the Basque Region have improved their innovatory capacity to a great extent, adapting quite a lot of their management context to new requirements. However, a weak point is detected in them: the absence of an organizational structure that may favor the existence of areas in which knowledge is shared.
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Purpose – The purpose of this article is to discuss the annual KMWorld Conference that took place October 31 through November 2, 2006 in San Jose, California. Design/methodology/approach – The paper examines the conference presentations that indicated that knowledge management may be at the end of one era and at the beginning of its next stage. Findings – Conference presentations pointed to three themes affecting KM. The first theme was that new elements are being associated with KM, specifically innovation. The second theme was that emerging technologies have become great levelers and social network enablers for members of organizations. The third theme was that KM theory and practice were in the process of transformation. This last theme has the sub‐themes: KM would become more socio‐technocratic; it would devolve from large‐scale enterprise‐wide initiatives to specific project‐oriented initiatives; or the view that KM could not fulfill its promise and that the real work at hand was in the areas of sense making and related approaches which more effectively resolve otherwise complex and otherwise irresolvable dilemmas faced by organizations. Despite these varying perspectives, a recurring message was that the principles, the value and values of KM have been absorbed into overall organizational management schemes. Originality/value – The outcome appears to be that KM is evolving into a more boundaryless, continuously reframing discipline. KM's opportunities lie in exploring these new perspectives and technologies to best redefine how knowledge management can create the most value in organizations and their social networks.
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Purpose The main purpose of this paper is to explore the effect of knowledge accumulation capability on organizational innovation. This study also attempts to find if interaction between external environment or organizational culture and knowledge accumulation ability will influence organizational innovation. Design/methodology/approach A quantitative research design was employed. A total of 1,000 questionnaires were mailed out and received 129 valid replies. Findings The research results indicate that the capability to obtain knowledge can positively and significantly affect knowledge administrative and technical innovation. Knowledge expansion capability can positively and significantly affect administrative innovation. In addition, external environment and organizational culture have significant interaction effects with knowledge accumulation capability on organizational innovation. Research limitations/implications This research discussed only some organizational layers like knowledge accumulation, external environment and organizational culture without any further research efforts aimed at any other facets. Practical implications With the rapid change of markets and the intense industry competition, business management is deeply affected by any change in the external environment. Originality/value Because there is no existing literature on the use of external environment and organizational culture as moderators to explore the effect of knowledge accumulation capability on organizational innovation, this paper provides a basis for future studies that examine the relationship between these factors.
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Purpose The purpose of this paper is to propose the use of the tacit knowledge index (TKI) to assess the level of tacit knowledge within firms and its effect on firm performance. Design/methodology/approach A sample of 108 US and Canadian firms that are using knowledge management was surveyed to determine each firm's TKI. This measure includes both the degree of usage and the tacitness of the knowledge management method. Regression and correlation were used to statistically analyze the innovation and financial outcomes. Findings Significant relationships were found between a firm's level of TKI and the firm's innovation performance. Less clear is the relationship between a higher TKI and financial measures. Research limitations/implications This research gives managers a way to structure their use of knowledge management methodology and use of resources in a way that may maximize performance, either as stand alone systems or as part of the Balanced Scorecard. Practical implications The use of this research could greatly reduce the uncomfortable gut feeling that many managers have in funding so‐called soft tacit‐based knowledge management systems rather than invest in easier to assess hardware systems. Originality/value This pioneering research develops tacit knowledge as a measurable quantity and links this metric to firm performance.
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Purpose – This article seeks to clarify the role of knowledge management in innovation as an aid to addressing this complexity. The article seeks to identify the drivers for application of knowledge management in innovation. It also details the nature of the role of knowledge management in innovation as well as its value proposition. Design/methodology/approach – The methodology used was literature research and some personal experiences and interpretations. Findings – In the fast changing business world of today, innovation has become the mainstay of organizations. The nature of global economic growth has been changed by the speed of innovation, which has been made possible by rapidly evolving technology, shorter product lifecycles and a higher rate of new product development. The complexity of innovation has been increased by growth in the amount of knowledge available to organizations. Originality/value – Innovation is extremely dependent on the availability of knowledge and therefore the complexity created by the explosion of richness and reach of knowledge has to be recognized and managed to ensure successful innovation.
Article
Purpose The purpose of this paper is to examine the use of tacit knowledge within innovative organizations. It addresses what organizations can do to promote knowledge sharing in order to improve successful innovation. Compared to available research material on explicit knowledge, the use of tacit knowledge within companies is relatively unexplored. The use of tacit knowledge is assessed with special emphasis on its significance and implications in the innovation process. Design/methodology/approach Existing research is structured with the objective of examining how companies make use of tacit knowledge. Key levers for tacit knowledge management are identified and the positive impact of tacit knowledge on innovation success disclosed. Findings The role of tacit knowledge in innovation management is analysed. Creation, availability and transfer of tacit knowledge within an organization are highlighted. Competitive advantage will be gained when companies value their tacit knowledge because explicit knowledge is knowledge we are already aware of and is public by its nature. Tacit knowledge can be the source of a huge range of opportunities and potentials that constitute discovery and creativity. Practical implications As this paper focuses on the transfer of tacit knowledge, barriers to successful knowledge transfer are described and success factors are explored which help to secure and improve the transfer of tacit knowledge. Originality/value It is proven that tacit knowledge has a crucial influence on the success of innovation processes in companies and plays a vital role as a company resource and success factor.
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Purpose – The purpose of this article is to examine, develop and establish understanding of the management of knowledge innovation (KI). Design/methodology/approach – This article first describes the emergence of knowledge management (KM) as the next likely source of competitive advantage. It then explains why innovation management (IM) should not be viewed as mutually independent from KM, but instead should involve concepts on how to harness KM practices for executing IM processes. Next, it elaborates the definition of KI and describes the economic transition from “information revolution” to “knowledge revolution” – wherein various forms of knowledge‐based assets may be absorbed, assimilated, shared and utilised for innovation. It then turns to the role of knowledge creation and the value of knowledge capital in support of the significance of knowledge to innovation. Siemens, a highly successful company that strongly integrates KM and IM, is highlighted as an exemplar for discussion. Findings – The article proposes an integrated management framework for managing KI in relation to perspectives on knowledge‐centred principles, knowledge‐sharing infrastructures and knowledge‐based initiatives. Finally, it concludes with the future challenges for organisations to exploit better the full benefits of KI. Originality/value – The management issues raised in this article are expected to be of interest to industry planners, business executives and academic researchers.
Article
In an economy where the only certainty is uncertainty, the one sure source of lasting competitive advantage is knowledge. Yet, few managers understand the true nature of the knowledge-creating company-let alone know how to manage it. According to this 1991 article by Japanese organizational theorist Ikujiro Nonaka, the problem is that most Western managers define knowledge-and what companies must do to exploit it-too narrowly. They believe that the only useful knowledge is "hard" (read "quantifiable") data. And they see the company as a kind of machine for information processing. Nonaka shows us another way to think about knowledge and its role in business organizations. He uses vivid examples from highly successful Japanese companies such as Honda, Canon, NEC, and Sharp. Managers at these companies recognize that creating new knowledge is not simply a matter of mechanistically processing objective information. Rather, it depends on tapping the tacit and often highly subjective insights, intuitions, and ideals of employees. The tools for making use of such knowledge are often soft"-such as slogans, metaphors, and symbols-but they are indispensable for continuous innovation. The reasons Japanese companies are especially adept at this holistic kind of knowledge creation are complex. But the key lesson for managers is quite simple: Much as manufacturers worldwide have learned from Japanese manufacturing techniques, companies that want to compete on the knowledge playing field must also learn from Japanese techniques of knowledge creation.
Article
This essay examines elements of a theory of organizational knowledge creation. To this end, a model for the management of the dynamic aspects of organizational knowledge is offered, using hands-on research and practical experience of Japanese firms. Two dimensions are examined to assess the importance of knowledge management: tacit and explicit knowledge. Four modes of knowledge creation through the interaction of tacit and explicit knowledge are presented: 1) socialization; 2) externalization; 3) internalization; and 4) combination. The process of organizational knowledge creation is also described in a corporate organizational setting. The model helps to explain how the knowledge of individuals, organizations, and societies can be enriched through the amplification of tacit and explicit knowledge of each. The key to this process is a joint creation of knowledge by both individuals and organizations. Organizations play an important role in mobilizing the tacit knowledge that individuals possess, as well as providing forums for knowledge creation through socialization, combination, externalization, and internalization. The concept of organizational knowledge creation allows for the development of a perspective that reaches beyond straightforward notions of organizational learning. Practical proposals, such as hypertext and middle-up-down management, are offered as modes of implementing more effective knowledge creation. (CBS)
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233 p., ref. bib. : ref. et notes dissem. A probing and incisive analysis of the major world transformation from the Age of Capitalism to the Knowledge Society and how it will affect society, economics, business, and politics now and in the years ahead. In Post-Capitalist Society Peter Drucker describes how every few hundred years a sharp transformation has taken place and greatly affected society―its worldview, its basic values, its business and economics, and its social and political structure. According to Drucker, we are right in the middle of another time of radical change, from the Age of Capitalism and the Nation-State to a Knowledge Society and a Society of Organizations. The primary resource in the post-capitalist society will be knowledge and the leading social groups will be "knowledge workers." Looking backward and forward, Drucker discusses the Industrial Revolution, the Productivity Revolution, the Management Revolution, and the governance of corporations. He explains the new functions of organizations, the economics of knowledge, and productivity as a social and economic priority. He covers the transformation from Nation-State to Megastate, the new pluralism of political systems, and the needed government turnaround. Finally, Drucker details the knowledge issues and the role and use of knowledge in post-capitalist society. Divided into three parts―Society, Polity, and Knowledge―Post―Capitalist Society provides a searching look into the future as well as a vital analysis of the past, focusing on the challenges of the present transition period and how, if we can understand and respond to them, we can create a new future.
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Knowledge creation is the key source of innovation in any company. However, it is a fragile process fraught with uncertainty and conflict of interest. The effective creation of new knowledge (especially tacit social knowledge) hinges on strong caring among organization members. Managers have several means to facilitate caring relations, including new incentive systems, mentoring programs, care as an articulated value, project debriefings, and training programs in care-based behavior.
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In the postindustrial era, the success of a corporation lies more in its intellectual and systems capabilities than in its physical assets. The capacity to manage human intellect—and to convert it into useful products and services—is fast becoming the critical executive skill of the age. As a result, there has been a flurry of interest in intellectual capital, creativity, innovation, and the learning organization, but surprisingly little attention has been given to managing professional intellect.
Individual Innovation Innovation and Creativity at Work: Psychological and Organizational Strategies
  • F Farr
  • C Ford
Farr, F. and Ford, C. "Individual Innovation," Innovation and Creativity at Work: Psychological and Organizational Strategies, West, M. A. and Farr, J. L.(Eds.), Wiley, Chichester, 1990.