Journal articles: 'Knowledge creation'

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DeMartini, Joseph R., and Les B. Whitbeck. "Knowledge Use as Knowledge Creation." Knowledge 7, no. 4 (June 1986): 383–96. http://dx.doi.org/10.1177/107554708600700403.

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Wensley, Anthony. "Knowledge management and knowledge creation." Knowledge and Process Management 4, no. 3 (September 1997): 139–41. http://dx.doi.org/10.1002/(sici)1099-1441(199709)4:3<139::aid-kpm104>3.0.co;2-s.

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Fiore, Stephen M. "Networking Knowledge Creation." Science 336, no. 6077 (April 5, 2012): 36.1–37. http://dx.doi.org/10.1126/science.1216839.

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Nonaka, Ikujiro, and Ryoko Toyama. "The knowledge-creating theory revisited: knowledge creation as a synthesizing process." Knowledge Management Research & Practice 1, no. 1 (July 2003): 2–10. http://dx.doi.org/10.1057/palgrave.kmrp.8500001.

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Reid, Steven. "Knowledge influencers: leaders influencing knowledge creation and mobilization." Journal of Educational Administration 52, no. 3 (April 29, 2014): 332–57. http://dx.doi.org/10.1108/jea-01-2013-0013.

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Purpose – The purpose of this paper is to investigate the influence of leaders on knowledge creation and mobilization. Design/methodology/approach – This mixed methods study included three high-performing districts based on provincial assessment results and socio-economic factors. Interviews and questionnaires were used to gather data from 53 participants including: 11 principals, 11 teacher leaders, 26 teachers, and five system leaders. Findings – The findings of the study emphasized the importance of leaders supporting knowledge creation and mobilization processes through practices such as engaging school-based knowledge influencers and fostering cultures of trust and risk taking. The author defined knowledge influencers as leaders, formal or informal, who have access to knowledge creating groups at the local and system level. These leaders influenced knowledge mobilization at different levels of the district. Research limitations/implications – A research limitation of this study was present based on the sole use of high-performing districts and schools. Participation was determined via comparisons of provincial assessment results (Ontario, Canada) and socio-economic status (SES) factors. Although causal effects are cautioned, districts and schools from various SES communities (high, medium, low) were chosen to support broad generalizations and associations. Practical implications – This study provided pragmatic considerations and recommendations for system and school leaders, those charged with increasing student achievement (e.g. use of knowledge influencers and an expanded array of data use while creating knowledge). Originality/value – A knowledge creation model was developed by the author based on a synthesis of the findings. The model and study will be of interest to those wishing to further implement or study the creation and mobilization of knowledge within organizations.

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Melnikas, Borisas. "CREATING KNOWLEDGE-BASED SOCIETY AND KNOWLEDGE ECONOMY: THE MAIN PRINCIPLES AND PHENOMENA." Ekonomika 89, no. 2 (January 1, 2010): 55–75. http://dx.doi.org/10.15388/ekon.2010.0.985.

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Theoretical problems and priorities of the scientific research on creating knowledge-based society and knowledge economy are described and analyzed in the article.A new concept of knowledge-based society and knowledge economy creation and development processes is described. The main idea is that knowledge-based society and knowledge economy creation and development processes may be attributed to the category of global transformation processes, therefore, all general phenomena and characteristics of global transformations are absolutely typical of the creation and development of knowledge-based society and knowledge economy.The processes of creating knowledge-based society and knowledge economy are analyzed in the general context of global transformations processes.The main principles of creating knowledge-based society and knowledge economy, as well as the main phenomena of knowledge-based society and knowledge economy creation processes are described.Creating and modernizing knowledge-based society and knowledge economy are very complicated processes oriented to the formation of a new quality of society and a qualitatively new lifestyle. These processes may be described as especially complicated, because they pursuie a new quality in two aspects:• knowledge-based society and knowledge economy, compared to “traditional” society and economy, are in all cases described as qualitatively new;• creation and development of knowledge-based society and knowledge economy take place under conditions of global changes, which means that qualitative changes take place in all global space, the essence of those changes being creation and spread of knowledge-based society and knowledge economy.The universal principle of the “new quality creation” is characterized. This principle shows that new quality always forms itself or is formed on the ground of conjugation when elements of different origin, which have never before belonged to the same system, merge into a common interaction system, and that the conjugation processes may be of two types–those of integration and synthesis. The general and some specific phenomena of creating knowledge-based society and knowledge economy are characterized.

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Madhavan, Ravindranath, and Rajiv Grover. "From Embedded Knowledge to Embodied Knowledge: New Product Development as Knowledge Management." Journal of Marketing 62, no. 4 (October 1998): 1–12. http://dx.doi.org/10.1177/002224299806200401.

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Because new product development (NPD) teams are engaged in knowledge creation, NPD management should emphasize cognitive team processes rather than purely social processes. Using the notions of tacit knowledge and distributed cognition as a basis, the authors propose that the T-shaped skills, shared mental models, and NPD routines of team members, as well as the A-shaped skills of the team leader, are key design variables when creating NPD teams. The authors propose that trust in team orientation, trust in technical competence, information redundancy, and rich personal interaction are important process variables for the effective and efficient creation of new knowledge.

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Hyttinen, Laura. "Knowledge conversions in knowledge creation in knowledge work." International Journal of Learning and Intellectual Capital 2, no. 3 (2005): 246. http://dx.doi.org/10.1504/ijlic.2005.007098.

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Akhavan, Peyman, Somayeh Ghojavand, and Roghayeh Abdali. "Knowledge Sharing and its Impact on Knowledge Creation." Journal of Information & Knowledge Management 11, no. 02 (June 2012): 1250012. http://dx.doi.org/10.1142/s0219649212500128.

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It is known that "knowledge management" is associated with significant benefits which can empower organisations to get more competitive advantages in their market. Knowledge sharing and knowledge creation are the two vital aspects of knowledge management which play an important role in creating organisational value. The value-creation of knowledge depends on level of sharing knowledge and skills among people across the organisation. So, most companies are focussed on enhancing their capability of knowledge sharing to create new knowledge. The aim of this paper is to test empirically the degree of influence of different knowledge-sharing mechanisms on the knowledge creation capability of Iranian manufacturing industries. A question survey was administered to a sample of manufacturing industries operating in Iran to elicit opinions of the personnel on the relationship between knowledge sharing and knowledge creation. The questions were structured mostly based on Sa'enz et al. (2009) and Choi and Lee (2002) studies. More than 400 respondents from 16 organisations responded to the survey. A short training course was held in all sample firms separately to explain importance and applications of knowledge management for respondents. SPSS and LISREL software were utilised to analyse research data using Regression tests and structural equation modelling (SEM). Results obtained show that knowledge sharing has a positive influence on the knowledge creation in Iranian manufacturing industries. However, a meaningful relationship was observed between information technology and management processes and two constructs of knowledge creation. The main contribution of the paper is to provide empirical evidence about the impact of knowledge sharing on knowledge creation. Moreover, it reveals what the most effective knowledge-sharing mechanisms are for this purpose, and provides companies with some implications in order to shape their knowledge management strategies.

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von Krogh, Georg. "Care in Knowledge Creation." California Management Review 40, no. 3 (April 1998): 133–53. http://dx.doi.org/10.2307/41165947.

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Sanders, David. "Creation of new knowledge." Defense & Security Analysis 21, no. 3 (September 2005): 283–302. http://dx.doi.org/10.1080/0743017052000344956.

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Mitchell, Rebecca, and Brendan Boyle. "Knowledge creation measurement methods." Journal of Knowledge Management 14, no. 1 (February 23, 2010): 67–82. http://dx.doi.org/10.1108/13673271011015570.

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Suorsa, Anna Reetta. "Knowledge creation and play." Journal of Documentation 73, no. 6 (October 9, 2017): 1167–91. http://dx.doi.org/10.1108/jd-11-2016-0141.

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Purpose The purpose of this paper is to present a framework for empirically studying knowledge creation (KC) with phenomenological approach and propose that understanding interaction as play conceptualized by Hans-Georg Gadamer allows examining KC starting from the idea of a human being interacting in the events of co-creation. The presented framework is used to examine KC in a community of librarians and teachers collaborating to promote children’s joy of reading. Design/methodology/approach An ethnographic approach is applied to investigate knowledge-creating interaction in a working community. The triangulated data consist of ethnographic observations and video recordings of the community’s gatherings, its members’ interviews and produced documents. Findings The phenomenological conceptions of temporality of a human being and play are suitable for understanding being in the knowledge-creating interaction, as they give means to understand the meaningfulness of the past experiences, but promote an open attitude toward the future possibilities in a way which promotes KC. Studying interactive events allows understanding how KC can be examined as a collective accomplishment. The playful mode of being in the event was seen as a way to use the limited time available for interaction effectively. Research limitations/implications The empirical study was conducted in one community, and further research is needed to test the developed approach in other contexts. Practical implications The results may be utilized to develop organizational circumstances, which promote KC by acknowledging the meaningfulness of interaction. Originality/value The study presents a novel way to conceptualize and examine KC as an experience and an event with phenomenological approach.

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Hashemian, Nahid, and Abbas Afrazeh. "The Knowledge Creation Process." International Journal of Knowledge, Culture, and Change Management: Annual Review 6, no. 11 (2007): 1–8. http://dx.doi.org/10.18848/1447-9524/cgp/v06i11/59183.

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Hoon Song, Ji, Daiho Uhm, and Seung Won Yoon. "Organizational knowledge creation practice." Leadership & Organization Development Journal 32, no. 3 (May 10, 2011): 243–59. http://dx.doi.org/10.1108/01437731111123906.

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Jakubik, Maria. "Emerging knowledge creation spaces: why should HR managers participate in knowledge creation?" International Journal of Learning and Intellectual Capital 6, no. 4 (2009): 362. http://dx.doi.org/10.1504/ijlic.2009.027914.

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Søberg, Peder Veng, and Atanu Chaudhuri. "Technical knowledge creation: Enabling tacit knowledge use." Knowledge and Process Management 25, no. 2 (March 25, 2018): 88–96. http://dx.doi.org/10.1002/kpm.1563.

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Akehurst, Gary, Carlos Rueda‐Armengot, Salvador Vivas López, and Daniel Palacios Marqués. "Ontological supports of knowledge: knowledge creation and analytical knowledge." Management Decision 49, no. 2 (March 8, 2011): 183–94. http://dx.doi.org/10.1108/00251741111109106.

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van Aalst, Jan. "Distinguishing knowledge-sharing, knowledge-construction, and knowledge-creation discourses." International Journal of Computer-Supported Collaborative Learning 4, no. 3 (June 20, 2009): 259–87. http://dx.doi.org/10.1007/s11412-009-9069-5.

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Li, Min, Huimin Liu, and Jing Zhou. "G-SECI model-based knowledge creation for CoPS innovation: the role of grey knowledge." Journal of Knowledge Management 22, no. 4 (May 14, 2018): 887–911. http://dx.doi.org/10.1108/jkm-10-2016-0458.

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Purpose This paper aims to propose a new knowledge creation model called Grey SECI (G-SECI), study the knowledge creation mechanism and the relationship between knowledge creation models and innovation performance during complex product systems (CoPSs) development. Research and development of CoPSs relies heavily on knowledge creation. However, most scholars have studied CoPS innovation stages from the view of design process of system products, focussing on functional management and project management during the R&D process for CoPS. Attention is lacking with regards to the key and essence of creating a complex technology: the creation of knowledge. Design/methodology/approach Modified from the classic SECI model’s spiral process of knowledge creation, a grey-SECI (G-SECI) knowledge creation model is here proposed vis-à-vis three knowledge categories: explicit knowledge, grey knowledge and tacit knowledge. Then, this paper further analyzes the effects of knowledge creation from the perspective of individual and the view of organization. Besides, an empirical study is conducted. Findings Statistical analysis indicates that there are three main paths of knowledge creation: individual experience knowledge acquisition, individual communication and reflection and organizational knowledge learning. Results further suggest that knowledge internalization by practice (KIP) is the key mode of knowledge creation, as well as the most important step for high-quality CoPS performance. Moreover, individual innovation performance is influenced by knowledge internalization by reflection and KIP; and organization innovation performance is influenced by knowledge combination and knowledge systematization. Research limitations/implications The coverage of geographical distribution is limited. Therefore, there are no data from foreign enterprises. The impact of different geographical cultures on CoPS knowledge creation model could be further investigated; in addition, the statistical analysis results of this study need to be further verified in other industries. Practical implications This paper provides a series of insights for CoPS project leaders. The results may also provide practical guidance for the related management personnel in the fields of human resource training, project planning, project quality and technology R&D in CoPS R&D management. Originality/value The paper’s main contribution is to modify classic SECI knowledge conversion model by introducing grey knowledge and build a new G-SECI knowledge creation model. Besides, the paper adds empirical evidence on the knowledge creation paths in CoPS and reveals that internalization by practice is the key mode of knowledge creation.

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Liu, Ding Hao. "How Does the Stable Industry-University-Institute Alliance Promotes the Performance of the Inter-Organizational Knowledge Creation." Advanced Materials Research 468-471 (February 2012): 1856–61. http://dx.doi.org/10.4028/www.scientific.net/amr.468-471.1856.

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The article analyzes how the stability of the Industry-University-Institute Alliance (IUIA) directly and indirectly promotes the performance of the IUIA’s inter-organizational knowledge creation. The stable Industry-University-Institute Alliance directly promotes the inter-organizational knowledge creation performance by reducing knowledge creation period, reducing knowledge creation risk, reducing knowledge creation cost, improving the quality of new knowledge and creating more knowledge creation chances. The stable Industry-University-Institute Alliance indirectly promotes the inter-organizational knowledge creation performance by promoting inter-organizational knowledge sharing.

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Chung, Jee Yong, and Woojin Yoon. "Social Facets of Knowledge Creation: The Validation of Knowledge Assets." Social Behavior and Personality: an international journal 43, no. 5 (June 13, 2015): 815–27. http://dx.doi.org/10.2224/sbp.2015.43.5.815.

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In this study we discussed the construct validity of knowledge asset measurement models by focusing on the adequacy of theoretical content. The importance of an organization's role as a social community in creating knowledge assets has not been adequately addressed in existing organizational knowledge asset measurement models. This social aspect of an organization manifests itself in the knowledge conversion process through which various knowledge inputs are transformed into organizational knowledge assets. We suggested that, from the organizational learning and dynamic capability perspective, the construct of knowledge assets should cover the organization's learning capability, accumulated through social interaction within and outside the organizational boundary. In our proposed model, social capital provides an infrastructure for knowledge creation, and learning capability measured knowledge creation and exchange activities. Indicators of social capital and learning capability are suggested, and implications and limitations of this study are discussed.

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O'Brien, John, and Michael Callahan. "Employment Support as Knowledge Creation." Research and Practice for Persons with Severe Disabilities 35, no. 1-2 (March 2010): 31–38. http://dx.doi.org/10.2511/rpsd.35.1-2.31.

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Martins, Micaela, Madalena Costa, Marta Gonçalves, Sandra Duarte, and Manuel Au-Yong-Oliveira. "Knowledge Creation on Edible Vaccines." Electronic Journal of Knowledge Management 18, no. 3 (April 23, 2021): pp285–301. http://dx.doi.org/10.34190/ejkm.18.3.2020.

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In this paper we delve into the health sector and explore the way vaccines might change in the near future. As new challenges emerge, health professionals are faced with the need for innovative, effective answers to many issues, such as health-threatening viruses and diseases, that grow increasingly more complex, calling for new and practical solutions. Building on this framework, we have decided to address edible vaccines - a completely innovative and simpler way to administer vaccines - not only to understand if it is viewed in a favorable light but also to find out how the knowledge regarding these vaccines can be increased. After a thorough literature review, it became clear that the information about edible vaccines is not evident and easy to access. We then decided to apply a mixed methodology in our study, based on 15 interviews, in person and by email, addressing healthcare professionals, with the intent of gathering their experience and possible knowledge about vaccines. Additionally, an online survey was created and answered by 370 concerned citizens, in order to ascertain their knowledge and receptiveness to this matter. Hereupon, we concluded that, in both samples, there was very limited knowledge about these vaccines, it becoming obvious how important it is to transmit qualified information through accessible means, such as newscasts, scientific papers and magazines, health centers and hospitals, among others. Regarding the level of acceptance by the public in general, our results show that this innovation is dependent on its correct disclosure and propagation, since it is of great advantage and benefit for society. In sum, how the relevant knowledge (including proof of effectiveness) is managed and disseminated will be key. traditional vaccines, edible vaccines, field work, mixed methodology, Genetically modified organisms, GMOs

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Kodama, Mitsuru. "Knowledge creation through collective phronesis." Knowledge and Process Management 28, no. 3 (April 23, 2021): 223–45. http://dx.doi.org/10.1002/kpm.1667.

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Steiger, David M. "Decision Support as Knowledge Creation." International Journal of Business Intelligence Research 1, no. 1 (January 2010): 29–47. http://dx.doi.org/10.4018/jbir.2010071703.

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The primary purpose of decision support systems (DSS) is to improve the quality of decisions. Since decisions are based on an individual’s mental model, improving decision quality is a function of discovering the decision maker’s mental model, and updating and/or enhancing it with new knowledge; that is, the purpose of decision support is knowledge creation. This article suggests that BI techniques can be applied to knowledge creation as an enabling technology. Specifically, the authors propose a business intelligence design theory for DSS as knowledge creation, a prescriptive theory based on Nonaka’s knowledge spiral that indicates how BI can be focused internally on the decision maker to discover and enhance his/her mental model and improve the quality of decisions.

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Varriale, Luisa, Paola Briganti, Rosaria La Peruta, and Maria Ferrara. "Organizational Conflict and Knowledge Creation." International Journal of Information Systems in the Service Sector 4, no. 4 (October 2012): 20–48. http://dx.doi.org/10.4018/jisss.2012100102.

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This study investigates the relationship between organizational conflict and knowledge creation in the Italian health care system in order to identify the main determinants and effects of this relationship. The paper defines this relationship and investigates the interaction between conflict levels, management conflict styles and their effects on knowledge. Considering the innovative characteristic of the subject, the authors propose a multiple method study. First, the authors conducted a qualitative study on the dynamics of conflict and knowledge creation using the focus group technique (38 nurses selected from the Italian health care system). Second, the authors conducted a field study (180 nurses from Italian hospitals). The results show that the participants consider conflict more as a beneficial instrument for the creation of organizational knowledge and, at the same time, there is not always a significant and linear relationship between conflict characteristics and knowledge creation dimensions. Recent theories on organizational conflict underline the strategic role of conflict, as neither positive or negative, but always necessary to preserve and further the survival of a firm. Therefore, the outcomes of the application could prove very important in improving the organizational effectiveness and day-to-day efficiency of hospitals.

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Setiawan, Yana, Tjutju Yuniarsih, Suwatno Suwatno, and Eeng Ahman. "KNOWLEDGE CREATION AND INNOVATIVE BEHAVIOR." International Journal of Business Review (The Jobs Review) 1, no. 2 (December 27, 2018): 119–28. http://dx.doi.org/10.17509/tjr.v1i2.14529.

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The current business development is entering the industry era 4.0. To anticipate the development of the industry era 4.0, employee performance aspect in human resource management becomes very important. Problems in this research is the low innovative behavior of employees described by the phenomenon of decline and increase performance of employee performance PT. Perkebunan Nusantara VIII (PTPN VIII) in Industrial era 4.0 in Indonesia. If the human resource problem is not addressed immediately, it will have an impact on the achievement of corporate management objectives which in turn also affect the performance, productivity, competitiveness and sustainability of the company. The purpose of this study is to describe and analyze employee perceptions on (1) the effectiveness of knowledge creation and the level of innovative behavior (2) Effect of the effectiveness of knowledge creation on the level of innovative behavior. The research method used a quantitative approach that is descriptive and verification through descriptive survey and explanatory survey. Respondents and research population are employees of PTPN VIII as many as 3999 people, with sample size of 364 people. The data analysis technique used Structural Equation Modeling (SEM) with SPSS and AMOS 24 software tools. The findings of the research show that (1) Knowledge creation is in effective category and innovative behavior is in high category. (2) Knowledge creation has a positive and significant effect on innovative behavior

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YAMAMOTO, Kenji. "Knowledge Creation and Industrial Clustering." Japanese Journal of Human Geography 55, no. 6 (2003): 554–73. http://dx.doi.org/10.4200/jjhg1948.55.554.

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Tamim, Rana, and Linda Colburn. "iPads for Innovative Knowledge Creation." QScience Proceedings 2013, no. 3 (October 7, 2013): 36. http://dx.doi.org/10.5339/qproc.2013.mlearn.36.

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Soon, Lisa, Yi-Ping Phoebe Chen, and Alan Underwood. "Knowledge Creation in Export Trading." Journal of Information & Knowledge Management 03, no. 04 (December 2004): 297–316. http://dx.doi.org/10.1142/s021964920400095x.

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In this research, we investigate how knowledge in the export trading industry is created. Prior research focuses on general businesses in local market environment. This research specifically focuses on export trading with overseas market needs. These needs require attention to different types of control and requirements beyond that of a local market. In this paper, Nonaka et al.'s theory of organizational knowledge creation is explored. We specifically examine the processes of knowledge creation through four modes of knowledge conversion. Empirical investigations in export trading organizations are conducted. We examine how export firms obtain new knowledge for innovations based on collective knowledge being used in export trading. The findings indicate that the knowledge management processes in export firms allow for the creation of new knowledge. The collective knowledge (from groups and individuals) forms a basis for innovations and competitive intelligence. This collective knowledge also creates foresight, insight and hindsight in the export trading context.

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Hodgins, Michael, and Ann Dadich. "Positive emotion in knowledge creation." Journal of Health Organization and Management 31, no. 2 (April 10, 2017): 162–74. http://dx.doi.org/10.1108/jhom-06-2016-0108.

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Purpose Despite the importance of evidence-based practice, the translation of knowledge into quality healthcare continues to be stymied by an array of micro, meso and macro factors. The purpose of this paper is to suggest a need to consider different – if not unconventional approaches – like the role of positive emotion, and how it might be used to promote and sustain knowledge translation (KT). Design/methodology/approach By reviewing and coalescing two distinct theories – the broaden-and-build theory of positive emotions and the organisational knowledge creation theory – this paper presents a case for the role of positive emotion in KT. Findings Theories pertaining to positive emotion and organisational knowledge creation have much to offer KT in healthcare. Three conceptual “entry points” might be particularly helpful to integrate the two domains – namely, understanding the relationship between knowledge and positive emotions; positive emotions related to Nonaka’s concept of knowledge creation; and the mutual enrichment contained in the parallel “upward spiralling” of both theories. Research limitations/implications This is a conceptual paper and as such is limited in its applicability and scope. Future work should empirically explore these conceptual findings, delving into positive emotion and KT. Originality/value This is the first paper to bring together two seemingly disparate theories to address an intractable issue – the translation of knowledge into quality healthcare. This represents an important point of departure from current KT discourse, much of which continues to superimpose artefacts like clinical practice guidelines onto complex healthcare context.

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ROBERTS, DAVID. "KNOWLEDGE CREATION BY INFORMATION RETRIEVAL." Journal of Documentation 46, no. 4 (April 1990): 365–67. http://dx.doi.org/10.1108/eb026867.

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Wickramasinghe, Nilmini. "Knowledge creation: a meta-framework." International Journal of Innovation and Learning 3, no. 5 (2006): 558. http://dx.doi.org/10.1504/ijil.2006.010489.

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Rezgui, Yacine. "Knowledge systems and value creation." Industrial Management & Data Systems 107, no. 2 (March 20, 2007): 166–82. http://dx.doi.org/10.1108/02635570710723796.

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Rich, Robert F. "Knowledge Creation, Diffusion, and Utilization." Knowledge 12, no. 3 (March 1991): 319–37. http://dx.doi.org/10.1177/107554709101200308.

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Agasisti, Tommaso. "Universities and strategic knowledge creation." Education Economics 17, no. 3 (August 19, 2009): 415–17. http://dx.doi.org/10.1080/09645290903142650.

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Jakubik, Maria. "Experiencing collaborative knowledge creation processes." Learning Organization 15, no. 1 (January 11, 2008): 5–25. http://dx.doi.org/10.1108/09696470810842475.

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Jaleel, Sajna, and Alie Molly Verghis. "Knowledge Creation in Constructivist Learning." Universal Journal of Educational Research 3, no. 1 (January 2015): 8–12. http://dx.doi.org/10.13189/ujer.2015.030102.

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Mitchell, Rebecca, and Stephen Nicholas. "Knowledge creation through boundary-spanning." Knowledge Management Research & Practice 4, no. 4 (November 2006): 310–18. http://dx.doi.org/10.1057/palgrave.kmrp.8500113.

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Pang, Jixian, and Xue Li. "Knowledge creation through academic publishing." English Today 33, no. 2 (October 27, 2016): 61–63. http://dx.doi.org/10.1017/s026607841600050x.

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Pavlovich, Kathryn, and Patricia Doyle Corner. "Knowledge creation through co-entrepreneurship." International Journal of Knowledge Management Studies 1, no. 1/2 (2006): 178. http://dx.doi.org/10.1504/ijkms.2006.008852.

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Arnold, Taylor, Peter Leonard, and Lauren Tilton. "Knowledge creation through recommender systems." Digital Scholarship in the Humanities 32, suppl_2 (August 11, 2017): ii151—ii157. http://dx.doi.org/10.1093/llc/fqx035.

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Kumar, Vikas, and Gabriel Ayodeji Ogunmola. "Web Analytics for Knowledge Creation." International Journal of Cyber Behavior, Psychology and Learning 10, no. 1 (January 2020): 1–14. http://dx.doi.org/10.4018/ijcbpl.2020010101.

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Digitization efforts across the world have resulted in the need for businesses to own a website. All Fortune 500 companies run websites for either information dissemination or for transacting business. This has led to the increase in the number of websites as well as a growing competition to outdo each other. In order to gain competitive advantage, businesses need to have a detailed track of the activities going on their website to suffice their decisive knowledge. However, to monitor and to optimise the website performance, organisations need strong web analytics tools and skills. This work presents a comprehensive review of the web analytics tools and techniques, which are vital to report the website performance and usage. Present day practices of web analytics have been outlined from the perspective of business organisations, with suitable examples. A comparative analysis of the most important web analytics tools have been presented, including the free as well as subscription based tools. Future challenges and opportunities to web analytics practices have also been presented.

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Asif, Muhammad, Henk J. de Vries, and Niaz Ahmad. "Knowledge creation through quality management." Total Quality Management & Business Excellence 24, no. 5-6 (June 2013): 664–77. http://dx.doi.org/10.1080/14783363.2013.791097.

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Kanbe, Masakazu, and Shuichiro Yamamoto. "Knowledge Creation by Enterprise SNS." International Journal of Knowledge, Culture, and Change Management: Annual Review 8, no. 1 (2008): 255–64. http://dx.doi.org/10.18848/1447-9524/cgp/v08i01/50481.

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Struck, Rafael, Georg Baumgarten, and Maria Wittmann. "Cost-efficiency of knowledge creation." Current Opinion in Anaesthesiology 27, no. 2 (April 2014): 190–94. http://dx.doi.org/10.1097/aco.0000000000000060.

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Carlucci, Daniela, and Giovanni Schiuma. "Knowledge assets value creation map." Expert Systems with Applications 32, no. 3 (April 2007): 814–21. http://dx.doi.org/10.1016/j.eswa.2006.01.046.

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Llerena, Patrick, and Muge Ozman. "Networks, irreversibility and knowledge creation." Journal of Evolutionary Economics 23, no. 2 (June 30, 2011): 431–53. http://dx.doi.org/10.1007/s00191-011-0231-7.

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Butalia, Urvashi. "The Activism of Knowledge Creation." Jahrbuch der Deutschen Schillergesellschaft: Internationales Organ für Neuere Deutsche Literatur 2022, no. 66 (January 30, 2023): 453–56. http://dx.doi.org/10.46500/83535275-023.

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Journal articles on the topic 'Knowledge creation'

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