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

Author: Grafiati

Published: 4 June 2021

Last updated: 11 February 2022

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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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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.

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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.

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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.

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11

Maier, Ronald, and Andreas Schmidt. "Explaining organizational knowledge creation with a knowledge maturing model." Knowledge Management Research & Practice 13, no. 4 (November 2015): 361–81. http://dx.doi.org/10.1057/kmrp.2013.56.

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12

Chung, Hyesook, and Sangyun Kim. "Internal Labor Markets and Organizational Knowledge Creation." Academy of Management Proceedings 2018, no. 1 (August 2018): 16892. http://dx.doi.org/10.5465/ambpp.2018.219.

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13

Nonaka, Ikujiro. "A Dynamic Theory of Organizational Knowledge Creation." Organization Science 5, no. 1 (February 1994): 14–37. http://dx.doi.org/10.1287/orsc.5.1.14.

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14

Maruta, Rikio. "The creation and management of organizational knowledge." Knowledge-Based Systems 67 (September 2014): 26–34. http://dx.doi.org/10.1016/j.knosys.2014.06.012.

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15

Walsh, Ian J., Mamta Bhatt, and Jean M. Bartunek. "Organizational Knowledge Creation in the Chinese Context." Management and Organization Review 5, no. 2 (July 2009): 261–78. http://dx.doi.org/10.1111/j.1740-8784.2008.00121.x.

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This paper elaborates theories of organizational knowledge creation by exploring the implications of institutional change for organizational knowledge creation in Chinese organizations of different ownership forms. Using a dynamic institutional perspective, we discuss prominent characteristics of the Chinese context and develop propositions about knowledge creation patterns in different organizational forms. We also theorize about the effects of increasing institutionalization on patterns of organizational knowledge creation in China and the consequent implications for innovation. We conclude with a discussion of the theoretical implications of this model and suggestions for further research.

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16

Chen and Edgington. "Assessing Value in Organizational Knowledge Creation: Considerations for Knowledge Workers." MIS Quarterly 29, no. 2 (2005): 279. http://dx.doi.org/10.2307/25148680.

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17

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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18

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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19

Passos, Clotilde. "Dynamics of knowledge creation in intra-organizational networks." Millenium - Journal of Education, Technologies, and Health, no. 8 (January 31, 2019): 55–66. http://dx.doi.org/10.29352/mill0208.05.00192.

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20

Koehler, Fernanda, Lia Caetano Bastos, and Rogério Cid Bastos. "Understand the Dynamic Theory of Organizational Knowledge Creation." International Journal for Innovation Education and Research 7, no. 9 (September 30, 2019): 124–41. http://dx.doi.org/10.31686/ijier.vol7.iss9.1715.

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After the Wars, it was necessary the companies reinvented their process and for this to create a new perspective including products and services. In 1986, Ikujiro Nonaka and Hirotaka Takeuchi received a challenge to describe product development in Japan companies. The result was “The new new product development game”. After that, Nonaka and Takeuchi wrote about their observations in this process and published many articles, presenting in 1994 the Theory of Organizational Knowledge Creation. In this context, the aim of this study is to review the Nonaka and Takeuchi documents, building a timeline and understand the concepts and the future for the Theory of Organizational Knowledge Creation. Firstly, we search the articles from Nonaka in the Scopus database. Secondly, we started reading the article “Dynamic Theory of Organizational Knowledge Creation” published in 1994 for Nonaka. Based on their references we returned for the search results and read the articles. Next, we read the articles published after 1994 and comprehending their link with the Theory of Organizational Knowledge Creation. Although the Theory of Organizational Knowledge Creation is recognized and diffused in the academy and in the organizations that study or implant the Knowledge Management, it is noticed that few authors deepen the knowledge to understand the fundamentals of the theory or, of fundamental reasoning. It is evident the concern of Nonaka and his co-authors to seek facilitators for the modes of knowledge conversion, to facilitate the practical application of the modes of knowledge conversion.

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21

Dalrymple, John, Stephen Hillmer, Dennis Karney, Rick L. Edgeman, and Gary Geroy. "KNOWLEDGE CREATION AND THE ADVANCEMENT OF ORGANIZATIONAL EXCELLENCE." Quality Engineering 12, no. 4 (January 2000): 619–26. http://dx.doi.org/10.1080/08982110008962627.

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22

Chen, Chung‐An. "Linking the knowledge creation process to organizational theories." Journal of Organizational Change Management 21, no. 3 (May 23, 2008): 259–79. http://dx.doi.org/10.1108/09534810810874778.

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23

Zhong, Bi-Juan. "Organizational Identification and Knowledge Creation in Multinational Teams." Academy of Management Proceedings 2014, no. 1 (January 2014): 16564. http://dx.doi.org/10.5465/ambpp.2014.16564abstract.

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24

Nonaka, Ikujiro, Tim Ray, and Katsuhiro Umemoto. "Japanese Organizational Knowledge Creation in Anglo-American Environments." Prometheus 16, no. 4 (December 1998): 421–39. http://dx.doi.org/10.1080/08109029808629292.

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25

Hoon Song, Ji, Seung Won Yoon, and Daiho Uhm. "Systematic and practical measurement of organizational knowledge creation." Leadership & Organization Development Journal 33, no. 7 (September 21, 2012): 616–31. http://dx.doi.org/10.1108/01437731211265214.

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26

Nonaka, Ikujiro, Philippe Byosiere, Chester C. Borucki, and Noboru Konno. "Organizational knowledge creation theory: A first comprehensive test." International Business Review 3, no. 4 (December 1994): 337–51. http://dx.doi.org/10.1016/0969-5931(94)90027-2.

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27

VORAKULPIPAT, CHALEE, and YACINE REZGUI. "Value creation: the future of knowledge management." Knowledge Engineering Review 23, no. 3 (September 2008): 283–94. http://dx.doi.org/10.1017/s0269888908001380.

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AbsractThe paper provides a review of knowledge management (KM) literature with a focus on recent value creation trends of the KM discipline. The review spans a large spectrum of KM research ranging from the ‘soft’ (socio-organizational) to technical dimensions of KM, published in the academic and trade literature. An interpretive stance is adopted so as to provide a holistic understanding and interpretation of organizational KM research and models. Value creation is grounded in the appropriate combination of human network, social capital, intellectual capital, and technology assets, facilitated by a culture of change. It is argued that to be effective organizations need not only to negotiate their migration from a knowledge sharing to a knowledge creation culture, but also to create sustained organizational and societal values. The latter form the foundation of the proposed ‘knowledge value creation’ concept and represent key organizational and societal challenges faced by modern organizations.

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Muhammed, Shahnawaz, William J. Doll, and Xiaodong Deng. "Impact of Knowledge Management Practices on Task Knowledge." International Journal of Knowledge Management 7, no. 4 (October 2011): 1–21. http://dx.doi.org/10.4018/jkm.2011100101.

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Organizational level studies of knowledge management have been hampered by the lack of measures of individual level knowledge management practices and outcomes that can be used as success criteria to determine whether, or to what degree, specific organizational knowledge management practices enhance individual knowledge creation, sharing, and application at the individual level. This paper explores how the knowledge management practices of individuals are related to the task knowledge they use to complete their work processes. The measures presented can be used as one way to evaluate the success of organizational knowledge management practices. Specifically, the paper explores the individual practices of knowledge creation, knowledge sharing, and knowledge application and how these practices are related to the task knowledge (conceptual, contextual, and operational knowledge) of individuals. A model of the relationships among knowledge management practices and task knowledge components is proposed and tested. Structural equation modeling is used. Results suggest that engaging in knowledge creation enhances an individual’s task knowledge through the practices of sharing and applying knowledge. Knowledge sharing and application enhance operational knowledge indirectly through changes in conceptual and contextual knowledge.

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29

Sankowska, Anna. "Relationships between organizational trust, knowledge transfer, knowledge creation, and firm's innovativeness." Learning Organization 20, no. 1 (January 4, 2013): 85–100. http://dx.doi.org/10.1108/09696471311288546.

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30

Chou, Shih-Wei. "Knowledge creation: absorptive capacity, organizational mechanisms, and knowledge storage/retrieval capabilities." Journal of Information Science 31, no. 6 (December 2005): 453–65. http://dx.doi.org/10.1177/0165551505057005.

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31

Pellegrini, Massimiliano Matteo, Andrea Caputo, and Lee Matthews. "Knowledge transfer within relationship portfolios: the creation of knowledge recombination rents." Business Process Management Journal 25, no. 1 (February 4, 2019): 202–18. http://dx.doi.org/10.1108/bpmj-06-2017-0171.

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PurposeThe purpose of this paper is to clarify the underdeveloped conceptualization of a particular type network rents, defined as knowledge recombination rents, related to the possibility for a firm to transfer and recombine knowledge within and across its portfolio of inter-organizational relationships.Design/methodology/approachAdopting a contingency approach, the authors develop a comprehensive model with propositions drawn from an original synthesis of the extant literature on the management of inter-organizational relationships.FindingsThe authors summarize the most important internal and external variables that explain how knowledge recombination rents arise within a firm’s portfolio of inter-organizational relationships. The authors create a seven-proposition model that considers: an “internal fit,” related to internal contingencies of the firm, specifically life stage and its strategy; an “external fit,” related to external contingencies of the network of the firm, specifically past experience and current portfolio structure.Research limitations/implicationsThe model is theory driven. Future research should validate empirically the relations proposed, especially in different industries and contexts.Practical implicationsThe model, beyond the fact of being theoretically sounded, is also completely practical oriented. Indeed, the authors developed a comprehensive model articulated in seven propositions which relationship managers can easily use to analyze and manage their portfolios of inter-organizational relationships.Originality/valueThe model allows us to assert that the value of an inter-organizational relationship is neither fixed nor just related to the single dyadic interaction; rather before engaging with a relationship is crucial to ponder possible benefits and harms. This is the central element in the contribution that develops an easy-to-use and comprehensive model based on best practices.

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32

Yasaka, Noriaki. "Knowledge management in international cooperation for anti-money laundering." Journal of Money Laundering Control 20, no. 1 (January 3, 2017): 27–34. http://dx.doi.org/10.1108/jmlc-09-2015-0040.

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Purpose The purpose of this paper is to construct a theoretical hypothesis to explain the organizational knowledge creation in international cooperation, which aims to contribute to practical problem solving in the process of knowledge creation. Design/methodology/approach This research reveals that anti-money laundering based on the concept of knowledge and organizational knowledge creation mechanisms could co-evolve in inter-organizational knowledge. Findings By simplifying the knowledge flow of anti-money laundering in international cooperation, the author illustrates the process of knowledge creation, sharing and utilizing. Originality/value This paper used the example of international anti-money laundering activities to describe knowledge creation, process of knowledge management, organizational structure and the emergence of international cooperation.

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33

Song, Ji Hoon. "The key to organizational performance improvement: A perspective of organizational knowledge creation." Performance Improvement Quarterly 21, no. 2 (2008): 87–102. http://dx.doi.org/10.1002/piq.20024.

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George Carayannis, Elias, Audrey Depeige, and Stavros Sindakis. "Dynamics of ultra-organizational co-opetition and circuits of knowledge: a knowledge-based view of value ecology." Journal of Knowledge Management 18, no. 5 (September 2, 2014): 1020–35. http://dx.doi.org/10.1108/jkm-06-2014-0249.

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Purpose – The purpose of this paper is to analyze important theoretical work conducted in the research streams of co-opetition and value creation. While innovation is acknowledged as a desirable and empirically verified outcome of co-opetition between firms, academic research has not systematically examined value creation outcomes of intra-firm co-opetition. This study aims to explore the nature of co-opetitive relationships within the firm. Processes of knowledge creation, differentiation and evolution are presented in the paper. Design/methodology/approach – The paper examines and compares co-opetitive dynamics in different contexts, by adopting a multi-level approach to help understand and analyze the complex phenomenon of intra-organizational co-opetition. Value creation in an ecology perspective is discussed to enhance the conceptualization of the Quintuple Helix. Findings – This paper highlights the role of knowledge differentiation as a driver of value creation. In particular, intra-firm co-opetition dynamics are investigated in relationship with knowledge evolution. A theoretical model is proposed via the Dynamics of Ultra-Organizational Co-opetition and Circuits of Knowledge (DUCCK) framework. Research limitations/implications – This paper attempts to provide new perspectives on the growing academic field of co-opetition and knowledge creation. It complements previous research in intra-organizational settings and offers an alternative knowledge-based view of organizational value creation. Practical implications – The paper contributes to develop managers’ practices in understanding potential benefits of intra-organizational co-opetition. The paper also brings additional insights for knowledge management (KM) practitioners, by considering the impact of co-opetition on knowledge dynamics. Originality/value – This paper explores, adds to the existing theoretical knowledge and contributes to the under-researched topic of intra-organizational co-opetition. This is the first attempt to link internal co-opetition to firm’s KM practices.

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Duh, Mojca. "Family business succession as knowledge creation process." Kybernetes 43, no. 5 (April 29, 2014): 699–714. http://dx.doi.org/10.1108/k-08-2013-0172.

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Purpose – The purpose of this paper is to broaden the understanding of family business succession as organizational knowledge creation process. Design/methodology/approach – The paper is built on organizational knowledge creation theory and reviews literature on family business succession. Four modes of knowledge conversion are followed to identify knowledge creation activities contributing to family business's knowledge base and to develop propositions. Findings – Successful realization of succession depends not only on “traditional” knowledge creation activities of socialization and internalization, but as well as on active involvement of successor(s) in many aspects of business functioning. This contributes not only to widening successor(s) knowledge base but as well as to the firm's tacit and explicit knowledge triggering a new spiral of knowledge. Research limitations/implications – The paper limits the research on leadership succession as one of the most challenging tasks in family business's life cycle. Moreover, research findings have implications for small- and medium-sized family businesses due to the strong preference of keeping the leadership within a family. Practical implications – Propositions developed provide useful cognitions to professionals and stakeholders involved in succession process. If they understand the complexity of knowledge creation process, they can stand a better chance of improving the process of successor(s)’ development and leadership transfer in such a way that family business will have better chance to survive and progress after the transition. Originality/value – The research provides a comprehensive framework of knowledge creation activities during succession thus indicating the requisitely holistic approach to succession from organizational knowledge creation perspective. The study contributes to the organizational knowledge creation theory and the succession theory.

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Baporikar, Neeta. "Learning Link in Organizational Tacit Knowledge Creation and Dissemination." International Journal of Sociotechnology and Knowledge Development 12, no. 4 (October 2020): 70–88. http://dx.doi.org/10.4018/ijskd.2020100105.

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Knowledge that is not well managed and shared disintegrates easily, especially, tacit knowledge that resides in the mind and is accumulated over time. In the realm of knowledge management processes, knowledge sharing is vital yet probably the most difficult one. Knowledge sharing refers to the transference of knowledge among individuals, groups, teams, departments, and organizations. It is also the building block for the success of the organization as it provides a competitive edge. However, many factors that affect knowledge-sharing behaviors include personal characteristics, characteristics of groups, organizations, trust, culture, etc. Different researchers have identified and explained various antecedents to knowledge-sharing behavior. However, the purpose of this conceptual article is to uncover the issues in knowledge sharing and transfer, particularly investigate the learning link in organizational tacit knowledge creation and dissemination.

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37

Barge, J. Kevin, and Pamela Shockley-Zalabak. "Engaged Scholarship and the Creation of Useful Organizational Knowledge." Journal of Applied Communication Research 36, no. 3 (August 2008): 251–65. http://dx.doi.org/10.1080/00909880802172277.

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38

Nonaka, Ikujiro, Georg von Krogh, and Sven Voelpel. "Organizational Knowledge Creation Theory: Evolutionary Paths and Future Advances." Organization Studies 27, no. 8 (June 6, 2006): 1179–208. http://dx.doi.org/10.1177/0170840606066312.

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von Krogh, Georg, Ikujiro Nonaka, and Lise Rechsteiner. "Leadership in Organizational Knowledge Creation: A Review and Framework." Journal of Management Studies 49, no. 1 (January 19, 2011): 240–77. http://dx.doi.org/10.1111/j.1467-6486.2010.00978.x.

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40

Jiang, Feifei, Gang Wang, and Xu Jiang. "Entrepreneurial orientation and organizational knowledge creation: A configurational approach." Asia Pacific Journal of Management 36, no. 4 (November 3, 2018): 1193–219. http://dx.doi.org/10.1007/s10490-018-9609-5.

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41

Nonaka, Ikujiro, and Georg von Krogh. "Perspective—Tacit Knowledge and Knowledge Conversion: Controversy and Advancement in Organizational Knowledge Creation Theory." Organization Science 20, no. 3 (June 2009): 635–52. http://dx.doi.org/10.1287/orsc.1080.0412.

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42

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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43

Lindseth Bygdås, Arne. "The translocation of organizational practices – knowledge creation in Greenfield Plants." Learning Organization 21, no. 2 (April 8, 2014): 83–97. http://dx.doi.org/10.1108/tlo-05-2012-0039.

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Purpose – The literature on knowledge transfer is dominated by a one-way transmission model logic where knowledge is captured and transferred from one source to another, assuming the source and receiver resemble each other and have some common knowledge. The social learning processes, what is learned and the phases and sequences of the developmental processes by which learning take place are more or less black boxed in the literature. This paper investigates the social dynamics of the formation and shaping of organizational practice from scratch in a greenfield organizational setting where no prior organizational practice exist. Design/methodology/approach – The paper builds on a case study approach applied in two greenfield organizational settings. A descriptive process model is developed to analyze the translocation and sociogenesis of organizational practices. Findings – A transfer-approach provides a too simplistic and narrow understanding of the process of “moving” organizational practices. Establishing an organizational practice can be described as a community of knowing “in the making” following various modes of cultural learning characterised by mutual adjustments, joint interactions, and alignment of shared understandings, and as such is more learned than transferred. Practical implications – The process model developed in the paper provides a platform for better understanding, planning and execution of intra-firm knowledge transfer and regeneration. Originality/value – The paper provides an in-depth empirical analysis of organizational practice generation from scratch emphasizing the social dynamics and co-construction of meaning when a collective capability is being acquired and built up.

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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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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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Farooq, Rayees. "Developing a conceptual framework of knowledge management." International Journal of Innovation Science 11, no. 1 (March 26, 2019): 139–60. http://dx.doi.org/10.1108/ijis-07-2018-0068.

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Purpose Knowledge management is a function of learning orientation, knowledge sharing, organizational memory and knowledge reuse. This paper aims to endeavor to explore a link between knowledge management and value creation which seem to be fragmented in the literature due to various conceptualizations and meanings. The study hypothesized a moderating role of social capital on the relationship between knowledge management and value creation. Design/methodology/approach The study was approached from the theoretical perspective. Study thoroughly reviews and analyzes the literature by developing a link between knowledge management and value creation. The studies were explored from selected databases including “Google scholar”, “Emerald” and “ProQuest” using the keyword search, namely, “Knowledge Sharing”, “Learning Orientation”, “Organizational Memory”, “Knowledge Re-use”, “Knowledge Management”, “Knowledge-based View”, “Competitive Advantage”, “Value Creation” and “Social Capital” to reduce the interpretation bias. Findings Knowledge management is an important predictor of value creation which can be strengthened by developing strong interpersonal relationships with all stakeholders. Organizations can create competitive advantage by managing social capital through knowledge management processes including learning orientation, knowledge sharing, organizational memory and knowledge reuse. Research limitations/implications The study is based on a theoretical model and an apparent limitation is the non-existence here of contributions and discussions that have been based on empirical data. Future study may use other moderating and mediating variables such as industry type, market orientation, human capital and organizational climate to know whether knowledge management directly affects the value creation or indirectly through these variables. The hypotheses emerged from the model can be operationalized by generating the items from the review of the literature. Originality/value The study contributes to the knowledge management literature by developing a theoretical model of knowledge management based on underlying dimensions of learning orientation, knowledge sharing, organizational memory and knowledge re-use.

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Keursten, Paul, and Marcel van der Klink. "Enabling knowledge creation: an emerging concept of knowledge management." Human Resource Development International 6, no. 1 (March 2003): 117–23. http://dx.doi.org/10.1080/13678860210166988.

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Begoña Lloria, M., and Marta Peris-Ortiz. "Knowledge creation. The ongoing search for strategic renewal." Industrial Management & Data Systems 114, no. 7 (August 5, 2014): 1022–35. http://dx.doi.org/10.1108/imds-01-2014-0011.

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Purpose – The purpose of this paper is to analyse how changes in a set of structural design variables (i.e. liaison position, networked design, innovation teams and work teams) affect the creation of new knowledge within organizations. The enablers intention, autonomy, fluctuation and creative chaos, redundancy, variety, and trust and commitment, taken from Nonaka's framework, are used as intermediate variables. Design/methodology/approach – A sample of 167 large Spanish companies was used to empirically test a general relational model. Findings – The analysis yielded two main conclusions. First, the relationship between structural variables and enablers, and, second, the relationship of enablers with knowledge creation emerged as highly relevant for knowledge creation in organizations. Research limitations/implications – A major limitation of this study was the relatively small number of variables used to define organizational structure. In reality, a large number of variables combine to create organizational structure, yet this study only included four: liaison position, networked design, innovation teams and work teams. A further limitation is the importance of the organizational context itself, which was not addressed in this study. Practical implications – This research has yielded findings that can help firms to understand and appreciate the changes that may occur in certain organizational design variables that affect knowledge creation. Equally, this research shows that knowledge creation has the potential to act as a catalyst for innovation, and may consequently drive change within the firm. Originality/value – Despite a long tradition of research into organizations and the ways in which these entities create knowledge, the literature requires enhancing through the publication of articles that provide a deeper knowledge of the context and tools that aid knowledge creation. The novel approach adopted in the current study verified whether certain variables related to organization design (i.e. liaison positions, networked design, innovation teams and work teams) exert a relevant influence on knowledge creation.

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Dang, Chau Ngoc, and Long Le-Hoai. "Relating knowledge creation factors to construction organizations’ effectiveness." Journal of Engineering, Design and Technology 17, no. 3 (June 3, 2019): 515–36. http://dx.doi.org/10.1108/jedt-01-2018-0002.

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PurposeThis study aims to relate knowledge creation factors (KCFs) to construction organizations’ effectiveness, which can be measured by different effectiveness outcomes (EOs).Design/methodology/approachData with regard to KCFs and EOs are collected from construction organizations in Vietnam using a survey questionnaire. Regression analysis is used to relate KCFs to EOs.FindingsVarious lists of specific KCFs that may significantly affect EOs are identified. Furthermore, several key KCFs that could play a vital role in enhancing different EOs are highlighted.Research limitations/implicationsOwing to the use of data collected from construction organizations in Vietnam, the results of this study cannot be directly applied to other types of organization in other countries without using any other extra data.Practical implicationsBased on the results of relating KCFs to different EOs, construction organizations would know which specific KCFs are vital to their organizational effectiveness. Hence, they may enhance different organizational effectiveness aspects by focusing more on such KCFs.Originality/valueIn this study, 16 KCFs and 10 EOs which may be useful for organization-level knowledge management practices in construction are introduced. Furthermore, the specific controllable KCFs vital to different EOs are identified. Hence, construction organizations would establish KCFs-based strategies for their management activities to improve various organizational effectiveness aspects.

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Bezzina, Frank, David Baldacchino, and Vincent Cassar. "Relating Knowledge Management Enablers, Knowledge Management Processes, and Organizational Effectiveness." International Journal of Knowledge Management 16, no. 4 (October 2020): 109–24. http://dx.doi.org/10.4018/ijkm.2020100106.

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This study investigates the relationship between knowledge management (KM) enablers (aspects of organizational structure, learning, strategy, transformational leadership, and information technology) and organizational effectiveness. It also examines the mediating role of KM processes (knowledge creation, knowledge organization, knowledge application, and knowledge protection). Using a web-based questionnaire and the responses from 201 organizations in the Maltese Pharmaceutical Sector, structural equation modelling revealed that various KM enablers produced direct effects on KM processes, and in turn, two KM processes produced direct effects on organizational effectiveness and also mediated the relationship between some KM enablers and organizational effectiveness. This study contributes towards a better understanding of specific aspects of the KM phenomenon and provides several implications that could better assist the management of knowledge to enhance organizational effectiveness.

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