Relevant bibliographies by topics / Organizational knowledge creation (OKC

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Organizational knowledge creation (OKC'

Author: Grafiati
Published: 4 June 2021
Last updated: 11 February 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Organizational knowledge creation (OKC.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Journal articles on the topic "Organizational knowledge creation (OKC"

1

Libertowska, Andżelika. "Social Capital in Knowledge Based Economy. Chosen Aspects." Oeconomia Copernicana 5, no. 3 (September 30, 2014): 93–107. http://dx.doi.org/10.12775/oec.2014.021.

Full text
Abstract:
The article raises the issue of social capital in the context of building a knowledge-based economy. Globalization, the increasing mobility of factors of production and the development of information technology have all led companies towards a stronger competitive struggle. Competing with factors of production of material nature has become insufficient. Therefore, the interest of economists is now focusing on the role of informal institutions in the process of economic growth. The growth of the designations of social capital such as trust, norms and values, collaboration and relationship building, affects the ease of information flow, creation and transfer of knowledge - all of which translate into a reduction of transaction costs, increased innovativeness and competitiveness. The purpose of this article is to present the importance of social capital in the process of building a knowledge-based economy, and above all, the growth of innovativeness and entrepreneurship on the example of Poland. The study contains a review of literature sources which deal with the role of informal institutions in the fundamental aspects of knowledge economy, and thus, the value of companies, their intellectual capital, ease of business transactions, and above all, innovativeness. The last factor is presented on the canvas of current empirical data derived from institutions analyzing the level of Polish innovativeness. In addition, the article presents the results of empirical research on cross-organizational collaboration of selected companies of the food sector in Greater Poland and the importance of social capital in achieving competitive advantage in the international arena.
APA, Harvard, Vancouver, ISO, and other styles
2

Zekić, Zdravko. "Logistika kao integrativna upravljačka funkcija – fokus suvremenog menadžmenta." Oeconomica Jadertina 7, no. 2 (December 28, 2017): 96. http://dx.doi.org/10.15291/oec.1408.

Full text
Abstract:
A dynamic technological development that promotes the dynamics of the overall environment imposes, as a condition of survival, a flexible and adaptable, or dynamic behaviour of a modern enterprise in accordance with changing business conditions. Traditional business management focused on the efficiency of the qualitative transformation processes (production), the organizational structuring and optimization of the status of separate business subsystems in order to optimize the functioning of enterprises as a system, cannot, due to the recent condition of permanent discontinuous changes, result in a successful modern enterprise. A targeted network linking of all processes through the logistics system into a value creation system - a company as a socio-economic system of the environment highlights the holistic approach and the orientation towards flows as the basis for the dynamic optimization of modern business operations. Logistic management as a model for controlling space-time transformations of goods, energy, information and knowledge through qualitative transformation processes of an enterprise, according to the needs of the users and the goals of the enterprise, is simply imposing itself as an area of exploration of the possibilities to increase the success of modern business operations. The paper explores the potential for success which is derived from the application of the logistic concept of management and the perspective for the development of the competitiveness of enterprises by focusing on logistics as a management function within the globalized environment of permanent discontinuous changes.
APA, Harvard, Vancouver, ISO, and other styles
3

Hammami, Samir Marwan, Faisal Ahmed, Jestin Johny, and Mohammed Ali Bait Ali Sulaiman. "Impact of Knowledge Capabilities on Organisational Performance in the Private Sector in Oman." International Journal of Knowledge Management 17, no. 1 (January 2021): 15–32. http://dx.doi.org/10.4018/ijkm.2021010102.

Full text
Abstract:
The authors examine various aspects of the organizational knowledge capabilities and assess their impact on the organizational performance of private firms in Oman. Ten hypotheses are developed, linking the dimensions of organizational knowledge capabilities (OKC) (technological, cultural, managerial, and collaborative) with the aspects of performance. The path analysis technique is used to test the hypotheses; only four hypotheses depicted the effect of OKC on performance. They find that managerial capabilities play a significant role but have an indirect positive effect on enhancing performance. They have a higher impact only when they are inter-linked with collaborative capabilities, which have a direct and significant effect on performance. This paper deciphers the various knowledge capabilities and establishes inter-linkages among them in the firm context. The results enable the development of a productive knowledge management ecosystem in the business environment and spotlight on the wise investment of IT in achieving business goals.
APA, Harvard, Vancouver, ISO, and other styles
4

Liu, Lili, Rong Du, and Weiguo Fan. "Pricing Aesthetics: How Cognitive Perception Affects Bidding for Artworks." Social Behavior and Personality: an international journal 44, no. 4 (May 18, 2016): 693–704. http://dx.doi.org/10.2224/sbp.2016.44.4.693.

Full text
Abstract:
Using organizational commitment theory, we proposed a model to characterize how community commitment affects the usage behavior of online knowledge community (OKC) members, and to depict the contextual antecedents of that commitment. We analyzed survey data from 255 users of an OKC and found that continuance, affective, and normative community commitment each had a prominent but different influence on the OKC members' usage behavior; as contextual antecedents, the usability attribute had a significant effect on continuance community commitment, and community atmosphere played an important role in both affective and normative community commitment. These findings contribute to researchers' understanding of the effect of community commitment on OKC members' usage behavior. Managers of OKCs may use the findings to target contextual antecedents of commitment to encourage usage.
APA, Harvard, Vancouver, ISO, and other styles
5

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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Alkhaldi, Firas M., Samir M. Hammami, Saleh Kasem, Abdullah Rashed, and Mansour Naser Alraja. "Enterprise System as Business Intelligence and Knowledge Capabilities for Enhancing Applications and Practices of IT Governance." International Journal of Organizational and Collective Intelligence 7, no. 2 (April 2017): 63–77. http://dx.doi.org/10.4018/ijoci.2017040105.

Full text
Abstract:
According to different views in information systems and the socio-technical perspective, many organizations was led to redefine their business with a more focused IT solutions, this study suggested a number of confirmatory measurement models that establish the ground for the hypothesed research constructs, and utilized the structural equation modeling techniques to test and validate the research hypotheses. The research present the results of a practical investigation of the influence and the effect of enterprise systems role applications and organizational knowledge capabilities on IT governance practices by enhancing its application and usability within the organization. The study suggests that smart enterprise systems capabilities (infrastructure scalability, planning alignments, and HR planning and professional capabilities the IT staff) and knowledge organizational capabilities (individual, managerial, and collaborative) have a positive dynamic influence on IT governance activities. It's also observed that enterprise systems role applications have a more profound influence on organizational knowledge capabilities (OKC) comparing to IT governance (ITGOV), where OKC played a significate additive role in mediating the effect and thus provided an enhanced extra effect on IT governance.
APA, Harvard, Vancouver, ISO, and other styles
7

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.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
8

Bort, Suleika. "Knowledge Creation in Inter-organizational Networks." Academy of Management Proceedings 2013, no. 1 (January 2013): 15134. http://dx.doi.org/10.5465/ambpp.2013.15134abstract.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Wang, Dong, Zhongfeng Su, and Dongtao Yang. "Organizational culture and knowledge creation capability." Journal of Knowledge Management 15, no. 3 (May 31, 2011): 363–73. http://dx.doi.org/10.1108/13673271111137385.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Chou, Shih-Wei, and Yu-Hung Tsai. "Knowledge Creation: Individual and Organizational Perspectives." Journal of Information Science 30, no. 3 (June 2004): 205–18. http://dx.doi.org/10.1177/0165551504042803.

Full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "Organizational knowledge creation (OKC"

1

Lessa, Neto Antonio Thomaz Pacheco. "Fluxos de conhecimento em subsidiárias de corporações multinacionais: uma survey de empresas no Brasil." Pontifícia Universidade Católica de São Paulo, 2013. https://tede2.pucsp.br/handle/handle/1089.

Full text
Abstract:
Made available in DSpace on 2016-04-25T16:44:37Z (GMT). No. of bitstreams: 1 Antonio Thomaz Pacheco Lessa Neto.pdf: 3151767 bytes, checksum: d39f096f36e24de37a2e846d245fa19e (MD5) Previous issue date: 2013-11-05
Knowledge flows, especially in subsidiaries of multinational corporations, now have an increasing importance in organizations and therefore the discussion of research in the field. The aim of this work is to analyze flows not only through transfers, but also conversions of knowledge between the three families of intangible assets (external structure, internal structure and individual competence), since, for the creation of value, the key lies in the fact that such transfers and conversions be effective (SVEIBY, 2001). Concerning the method, this dissertation presents an empirical study through a survey applied along the Brazilian subsidiaries of multinational corporations, from a theoretical construct Knowledge-based view (KBV) where makes an analysis of the assets of individual competence, internal structure and external structure, and having for its object of study brazilian companies in Brazil listed in data collection known as the best and biggest from business magazine EXAME covering the year 2012. The study indicates, for the sample data (nine respondents) removed of the universe effectively researched (140 companies and not the initial 565), that there is the maximization of value creation from knowledge flows in two directions only by knowledge transfers and conversions of Individual Competencies for External Structure, within the Internal Structure, of Internal Structure for Individual Competencies and within the External Structure
Os fluxos de conhecimento, de modo especial em subsidiárias de corporações multinacionais, passam a ter uma importância crescente nas organizações e por consequência nas discussões de pesquisas no campo. O objetivo deste trabalho é a análise dos fluxos, não somente através das transferências, mas também das conversões, de conhecimento entre as três famílias de ativos intangíveis (estrutura externa, estrutura interna e competência individual), uma vez que, para a criação de valor, a chave reside no fato de tais transferências e conversões serem eficazes (SVEIBY, 2001). Quanto ao método, esta dissertação apresenta um estudo empírico desenvolvido através de uma survey aplicada junto às subsidiárias brasileiras de corporações multinacionais, a partir de um construto teórico da visão baseada no conhecimento (VBC) - ou Knowledge-based View (KBV) - onde se faz uma análise dos ativos de competência individual, de estrutura interna e de estrutura externa, e tendo por objeto de estudo as empresas do Brasil listadas no levantamento de dados conhecido como Melhores e Maiores da Revista EXAME referente ao ano de 2012. O estudo indica, para a amostra dos dados (nove respondentes) retirada do universo efetivamente pesquisado (140 empresas e não as 565 iniciais), que existe a maximização de criação de valor a partir dos fluxos de conhecimento em duas direções somente pelas transferências e conversões de conhecimento de Competências Individuais para a Estrutura Externa, dentro da Estrutura Interna, da Estrutura Interna para as Competências Individuais e dentro da Estrutura Externa
APA, Harvard, Vancouver, ISO, and other styles
2

Hassani, Mehraban Farhad. "Supply chain knowledge creation : applications of organizational knowledge creation theory." Thesis, King's College London (University of London), 2014. https://kclpure.kcl.ac.uk/portal/en/theses/supply-chain-knowledge-creation(02eaeb75-2fad-494b-ac4d-20e82dddfc60).html.

Full text
Abstract:
Scholars argue that knowledge is a fundamental source for retaining competitive advantage, as value creation depends fundamentally on the competence of a firm to create new knowledge (Nonaka and Toyama, 2002). Knowledge creation is based on conversion of two types of knowledge: tacit knowledge, which is constituent to the comprehensiveness of an individual’s consciousness, and explicit knowledge, which can be readily communicated. Based on the framework by Nonaka and Takeuchi (1995), one of the most significant and cited models, the motivation of this research is to expand knowledge creation model from intra- to inter-organizational relationships theoretically and explore supply chain knowledge creation process in practice to examine the sequences of this extension. Studying three firms in the fashion industry, this thesis contributes to research on knowledge creation by taking a socio-technological perspective through a qualitative study of supply chain management. The research findings provide support for the proposed theoretical model in which social relationships and technology interact in the knowledge creation process to diminish supply chain complexities. While many supply chain relationships I observed appear to be influential in creating knowledge, one similarity among the cases here is that the effectiveness of the knowledge creation process has been limited due to the lack of harmony in employing knowledge resources. Knowledge creation process may be superficial due to the fact that they require a large revolution in work routines regarding the use of technology. Even where there is some degree of socialization, the process is partial because of incongruities between individuals understanding and corporate supply chain strategies.
APA, Harvard, Vancouver, ISO, and other styles
3

Richtnér, Anders. "Balancing knowledge creation : examining organizational slack and knowledge creation in product development." Doctoral thesis, Handelshögskolan i Stockholm, Management av Innovation och Produktion (T), 2004. http://urn.kb.se/resolve?urn=urn:nbn:se:hhs:diva-533.

Full text
Abstract:
Over the last few years there has been a downturn in business. As a response, many companies have initiated various downsizing activities – often on a short-term financial basis – in order to improve the competitive position of the company. Yet, at the same time, innovation is often cited as the key to long-term success by the very same companies. The central problem examined in this book is whether downsizing and innovation are compatible. The problem was studied during a two year exploratory case research in six cases – selected from a well-defined reference population consisting of 37 companies – facing the exact challenge of simultaneously downsizing and trying to sustain its high level of innovation. The simple answer found in the study is yes. Companies can simultaneously downsize and still maintain a high level of innovation, but it is difficult and challenging and it depends on the company’s ability to handle the knowledge creation process. So what is needed? Create an understanding in the company, at all levels, that balancing knowledge creation – the ability to share and transfer knowledge – is one of the most important tasks in order to remain innovative over time. This is done by building a commitment to knowledge creation. This commitment is achieved through making knowledge creation a visible and central element of the strategic intent, and organizing the company so that ideas can be generated and generalized. Examples of activities include: At an organizational level there is a need to create boundary spanning activities to facilitate knowledge creation between various part of the organization, but also to other organizations. At a top management level shared visions and values need to be created; exemplified in words and action. Important is that the top management not get involved into micro-management. Avoid cutting-down on initial activities – where visualization and brainstorming are in focus – in projects aiming for innovation, as these activities are the foundations the rest of the project. This book is useful for those who are faced with the challenge of finding a balance between short-term activities, often focusing on downsizing, and the more long-term activity of being innovative.
Diss. Stockholm : Handelshögskolan, 2004
APA, Harvard, Vancouver, ISO, and other styles
4

Smit, Marietjie. "Belief-driven sensemaking : arguing as knowledge creation." Thesis, Stellenbosch : Stellenbosch University, 2012. http://hdl.handle.net/10019.1/20164.

Full text
Abstract:
Thesis (MPhil)--Stellenbosch University, 2012.
ENGLISH ABSTRACT: Organizational Knowledge Creation is a core activity of Knowledge Intensive Organizations. In the area of Knowledge Management, a number of theories have been developed about organizational knowledge and how this knowledge is developed and leveraged. The majority of these theories share a taxonomic approach to organizational knowledge and usually describe the various kinds of knowledge found in organizations and how these different kinds of knowledge interact. These descriptions represent the mainstream view of Knowledge Management and typically a contingency argument is made for matching types of knowledge with a particular organizational design, management style, or strategy for managing the various kinds of knowledge content. Parallel to the development of Knowledge Management theory is the development of Organization Theory likening organizations to interpretation or sensemaking systems. Knowledge also stands central in these theories of organization, but knowledge is viewed as a collective accomplishment intertwined with organizational practices. It is therefore clear that the Knowledge Creation perspective belongs to a different worldview from the Sensemaking perspective regarding organization. The thesis seeks to bridge the divide between these two different views of organization by describing the Knowledge Creation process in terms of the Sensemaking worldview. It accomplishes this by critically reviewing the mainstream theories of Knowledge Creation. Next organizational Sensemaking is described, focusing on the context of everyday organizational Sensemaking and in particular on Arguing as a Sensemaking process. It is proposed that Arguing is a process that creates new knowledge. Viewing Knowledge Creation through the lens of Sensemaking as Arguing addresses a perennial issue in the mainstream Knowledge Management theory, namely the justification of newly created knowledge to ensure that it is robust, without giving up on a pluralist epistemology in favour of an objective view of knowledge. Arguing is a site where claims are made, challenged, and defended. The Sensemaking process of Arguing therefore provides a description of the Knowledge Creation process which includes knowledge justification. In addition, a Sensemaking view of Knowledge Creation takes as its model social interaction, rather than linear product development and is therefore much closer to the everyday process of innovation as incremental improvement than the radical innovation process that inspired most theories of Knowledge Creation in the Knowledge Management literature.
AFRIKAANSE OPSOMMING: Organisatoriese kennis-skepping is ‘n kern aktiwiteit van Kennis-intensiewe Ondernemings. ‘n Aantal teorieë is ontwikkel in die veld van Kennisbestuur wat handel oor organisatoriese kennis en hoe hierdie kennis ontwikkel en benut word. Die meerderheid van hierdie teorieë deel ‘n taksonomiese benadering tot organisatoriese kennis en beskryf gewoonlik die verskillende soorte kennis wat in organisasies gevind word en hoe hierdie soorte kennis verband hou. Hierdie benadering verteenwoordig die hoofstroom-siening van Kennisbestuur en lei tipies tot ‘n kontingensie argument vir die pas van tipes kennis by spesifieke organisasie ontwerpe, bestuurstyle, of strategieë vir die bestuur van verskillende soorte kennis-inhoude. Parallel tot die ontwikkeling van Kennisbestuursteorie het daar in Organisasie Teorie ontwikkelinge plaasgevind wat organisasies benader as interpretasie— of singewingsisteme. Kennis staan ook sentraal in hierdie teorieë van organisasie, maar kennis word gesien as ‘n kollektiewe totstandbrenging wat verweefd is met die praktyke in organisasies. Dit is dus duidelik dat die Kennis-skeppingsbenadering en die Singewingsperspektief organisasies met verskillende wêreldbeelde benader. Die tesis poog om die kloof tussen hierdie twee wêreldbeelde te oorbrug deur die proses van Kennis-skepping te beskryf vanuit die perspektief van Singewing. Dit word gedoen deur die hoofstroom Kennisbestuursteorie krities te beskou. Daarna word Organisatoriese Singewing beskryf deur spesifiek te fokus op die alledaagse konteks van Organisatoriese Singewing en spesifiek op Argumentering as ‘n Singewingsproses. Daar word aangevoer dat Argumentering die proses is waardeur nuwe kennis geskep word. ‘n Singewingsperspektief op Kennis-skepping het ‘n aantal voordele. Die fokus op Argumentering spreek ‘n leemte in Kennisbestuursteorie aan, naamlik die proses waardeur nuutgeskepte kennis geregverdig word om te verseker dat dit robuust is, sonder om die pluralistiese epistemologie van Kennisbestuursteorie te laat vaar. Argumentering is ‘n proses waardeur aansprake gemaak, uitgedaag en verdedig word. Die perspektief op Singwing as Argumentering bied dus ‘n beskrywing van Kennis-skepping wat die regverdiging van kennis insluit. Verder neem die Singewingsperspektief op Kennis-skepping sosiale interaksie as basismodel eerder as die lineêre produk-ontwikkelingsperspektief. Dit is dus nader aan die alledaagse prosesse van inkrementele verbetering as die radikale innovasie-prosesse wat die inspirasie vir hoofstroom Kennis-skeppingsteorie is.
APA, Harvard, Vancouver, ISO, and other styles
5

Chan, Ngai-man, and 陳艾敏. "An examination of the interplay of knowledge types, knowledge workers and knowledge creation in knowledge management." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2004. http://hub.hku.hk/bib/B31245158.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Eloff, Paul. "Knowledge emerging from chaos : organisational sensemaking as knowledge creation." Thesis, Link to the online version, 2008. http://etd.sun.ac.za/jspui/handle/10019/1921.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Amakali, Tangi Rebekka. "Inclusive design policy implementation : an organizational knowledge creation perspective." Thesis, University of Reading, 2017. http://centaur.reading.ac.uk/75515/.

Full text
Abstract:
The built environment plays an important role in ensuring inclusive access, making a provision for the wider population, especially disabled people, in accessing goods, work, education, facilities, services, health and housing. There are currently 11 million registered disabled people in the UK and the number is expected to rise in the coming years. The majority of this population faces challenges within the built environment due to physical barriers, some of which can be eliminated during the design stages. The DDA 1995, now part of the Equality Act 2010, was brought in by the UK Government to eradicate these barriers and led to Planning Policy Statement 1 in 2005 (also known as PPS1, which replaced by the National Planning Policy Framework in 2012) and Building Regulation Part M 1987, 2000, 2004 and 2010. All of these are designed to minimise disability discrimination by calling for reasonable provision for inclusive access within the built environment. Yet the literature review for this thesis suggests that designs that are not inclusively designed are still being granted permission. Furthermore, the literature review highlights: the limited understanding of inclusive design policy implementation amongst policy actors; the lack of clear policy documents, and; the weak influence of policy in decision-making. This research aims to examine how policy actors gain an understanding of the inclusive design policy implementation process necessary to assess the accessibility of the designs. To understand the research aim an Organizational Knowledge Creation Theory was introduced. In addition, a qualitative methods approach is adopted. The qualitative component involved semi-structured face-to-face interviews with thirteen policy actors from four selected case studies which are Local Authorities, underpinned by an analysis of the inclusive design policy document for each case study. The findings highlighted three main issues: poor knowledge creation on inclusive design; lack of organizational vision of the inclusive environment, and; access officers’ poor involvement in knowledge creation. This thesis makes a number of recommendations for improving the current understanding of inclusive design policy implementation amongst policy actors.
APA, Harvard, Vancouver, ISO, and other styles
8

Schulze, Anja. "Management of organizational knowledge creation in new product development projects /." [S.l. : s.n.], 2004. http://www.gbv.de/dms/zbw/470720069.pdf.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Akbar, Hammad. "New project conceptualization : towards a theory of organizational knowledge creation." Thesis, University of East Anglia, 2009. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.500908.

Full text
Abstract:
Organizational knowledge creation is a multifaceted process, and thus its representation needs to have the potential to be easily linked with, i.e. connected, associated or related with and informed by or inform, the extensive literature on its different facets. These linkages are easier to be made if the representation is able to or has the potential to reflect these facets. This study focuses on two such facets - an innovation process and dynamic interactions. Organizational knowledge creation in its influential models has been approached from an innovation-process, learning-process or tacit/explicit knowledge perspective. The innovation-process models focus predominantly on innovation stages and activities, and inadequately reflect dynamic interactions across these stages, even though the innovation process, i.e. the process through which an innovative idea is translated into innovative outcomes, such as products, services and systems, has the potential to specifically reflect the knowledge creation process, i.e. the dynamic process through which an innovative idea, generated by an individual(s), is amplified, as well as crystallized and connected with an organization's knowledge system. Learning-process models emphasise learning processes per se, and are unable to reflect either dynamic interactions or an innovation process. Tacit/explicit knowledge models, being the most influential on the subject, focus predominantly on dynamic interactions, and inadequately reflect the innovation process. The inadequate reflection of the innovation process makes learning-process and tacit/explicit knowledge models difficult to be linked with extensive literature on innovations in terms of the divergent and convergent processes/activities, how these complement and conflict one another, and how their conflict is synthesised. This study approaches organizational knowledge creation from an innovation-process perspective.
APA, Harvard, Vancouver, ISO, and other styles
10

Koulouvari, Panagiota. "Organizational learning in dynamic environments." Doctoral thesis, KTH, Numerical Analysis and Computer Science, NADA, 2001. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-3109.

Full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Books on the topic "Organizational knowledge creation (OKC"

1

Akeju, T. A. I. Organizational knowledge--creation and technological innovation. [Lagos, Nigeria: Nigerian Academy of Science, 2002.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
2

Akeju, T. A. I. Organizational knowledge--creation and technological innovation. [Lagos, Nigeria: Nigerian Academy of Science, 2002.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
3

Brătianu, Constantin. Organizational knowledge dynamics: Managing knowledge creation, acquisition, sharing, and transformation. Hershey, PA: Information Science Reference, An Imprint of IGI Global, 2015.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
4

Rajan, Amin. Good practices in knowledge creation & exchange. Tunbridge Wells: Create, 1999.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
5

Oliver, Amalya Lumerman. Networks for learning and knowledge-creation in biotechnology. Cambridge: Cambridge University Press, 2008.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
6

1958-, Ichijō Kazuo, and Nonaka Ikujirō 1935-, eds. Enabling knowledge creation: How to unlock the mystery of tacit knowledge and release the power of innovation. Oxford: Oxford University Press, 2000.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
7

Knowledge, organizational evolution, and market creation: The globalization of Indian firms from steel to software. Cheltenham, UK: Edward Elgar, 2008.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
8

Ennals, J. R. (John Richard), 1951-, ed. Creating collaborative advantage: Innovation and knowledge creation in regional economies. Farnham: Gower, 2011.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
9

Open innovation in firms and public administrations: Technologies for value creation. Hershey PA: Information Science Reference, 2012.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
10

North, Klaus, and Gita Kumta. Knowledge Management: Value Creation Through Organizational Learning. Springer, 2019.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "Organizational knowledge creation (OKC"

1

Neumann, Frank. "Organizational Knowledge Creation." In Analyzing and Modeling Interdisciplinary Product Development, 89–104. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-11092-5_5.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Vicari, Salvio, and Gabriele Troilo. "Organizational Creativity: A New Perspective from Cognitive Systems Theory." In Knowledge Creation, 63–88. London: Palgrave Macmillan UK, 2000. http://dx.doi.org/10.1007/978-1-349-62753-0_4.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Reinmoeller, Patrick. "Leaping to Optima? Knowledge Creation and Behavioral Theory." In Towards Organizational Knowledge, 190–202. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137024961_11.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Seirafi, Kasra. "The Creation of Organizational Knowledge." In Contributions to Management Science, 73–92. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-34194-6_4.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Zhang, Yingying, Yu Zhou, and Jane McKenzie. "A Humanistic Approach to Knowledge-Creation: People-Centric Innovation." In Towards Organizational Knowledge, 167–89. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137024961_10.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Campos, Rodolfo G. "The Global Games Framework: Knowledge Creation through Strategic Interaction." In Towards Organizational Knowledge, 241–54. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137024961_14.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Kohlbacher, Florian. "Knowledge-Based Marketing: Fostering Innovation through Marketing Knowledge Co-Creation." In Towards Organizational Knowledge, 283–305. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137024961_17.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Xu, Fangqi. "The Formation and Development of Ikujiro Nonaka’s Knowledge Creation Theory." In Towards Organizational Knowledge, 60–73. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137024961_4.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Teece, David J. "Nonaka’s Contribution to the Understanding of Knowledge Creation, Codification and Capture." In Towards Organizational Knowledge, 17–23. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137024961_2.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Grant, Robert M. "Nonaka’s ‘Dynamic Theory of Knowledge Creation’ (1994): Reflections and an Exploration of the ‘Ontological Dimension’." In Towards Organizational Knowledge, 77–95. London: Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137024961_5.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "Organizational knowledge creation (OKC"

1

Sasaki, Yasuo, Jader Zelaya, and Naoshi Uchihira. "Systems Intelligence and Organizational Knowledge Creation." In 2018 Portland International Conference on Management of Engineering and Technology (PICMET). IEEE, 2018. http://dx.doi.org/10.23919/picmet.2018.8481954.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Trentin, Bianca T., and Bernardo M. B. S. Etges. "Lean Construction and Organizational Knowledge Creation." In 29th Annual Conference of the International Group for Lean Construction (IGLC). International Group for Lean Construction, 2021. http://dx.doi.org/10.24928/2021/0149.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Saadaoui, Moumna, and Soumiya Mekkaoui. "Organizational knowledge creation: Benchmarking of existing models." In International Conference on Business and Economics (BE-ci 2015 May). Cognitive-crcs, 2015. http://dx.doi.org/10.15405/epsbs.2015.05.5.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Jafari, Seyed Mohammadbagher, Hamid Reza Irani, and Danial Rezaei. "Identifying organizational factors affecting individual knowledge creation." In 2017 International Conference on Nascent Technologies in Engineering (ICNTE). IEEE, 2017. http://dx.doi.org/10.1109/icnte.2017.7947920.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Wei, Li. "Impact of Popular Organizational Culture on Knowledge Creation." In 2008 4th International Conference on Wireless Communications, Networking and Mobile Computing (WiCOM). IEEE, 2008. http://dx.doi.org/10.1109/wicom.2008.1383.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Meng, Xiao, and Qingpu Zhang. "Research on Process of Inter-organizational Synergistic Knowledge Creation." In 2nd International Conference on Applied Social Science Research (ICASSR 2014). Paris, France: Atlantis Press, 2014. http://dx.doi.org/10.2991/icassr-14.2014.11.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Basten, Dirk, Bjoern Michalik, and Mahmut Yigit. "How Knowledge Management Systems Support Organizational Knowledge Creation -- An In-depth Case Study." In 2015 48th Hawaii International Conference on System Sciences (HICSS). IEEE, 2015. http://dx.doi.org/10.1109/hicss.2015.464.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Madhala, Prashanth, Hongxiu Li, and Nina Helander. "Organizational Capabilities in Data-driven Value Creation: A Literature Review." In 12th International Conference on Knowledge Management and Information Systems. SCITEPRESS - Science and Technology Publications, 2020. http://dx.doi.org/10.5220/0010175601080116.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Peng, Shuang, Xin Gu, and Chun-yan Tu. "Notice of Retraction: On the Promotion Mechanism of the Knowledge Chain's Inter-Organizational Knowledge Spillover to Its Inter-Organizational Knowledge Creation." In 2010 International Conference on Management and Service Science (MASS 2010). IEEE, 2010. http://dx.doi.org/10.1109/icmss.2010.5576946.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Wu, Ji, and Chun-sheng Shi. "Research on the correlation between organizational climate for innovation and knowledge creation." In 2008 International Conference on Management Science and Engineering (ICMSE). IEEE, 2008. http://dx.doi.org/10.1109/icmse.2008.4669032.

Full text
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'Organizational knowledge creation (OKC' for particular source types:
Journal articles Dissertations / Theses Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography