共查询到20条相似文献，搜索用时 46 毫秒
1.
In today's complex business landscape it is critical to identify and understand what are the knowledge-based value drivers affecting business value creation. This paper focuses on the relevance of the emotive knowledge as a key knowledge asset shaping organisational capabilities of 21st century organisations. The concept of emotive knowledge is analysed in accordance with a twofold perspective. On the one hand, it is considered as a driver of people's engagement, and on the other it is viewed as a key factor affecting the creation of intangible value to be incorporated into organisational infrastructures and products. 相似文献
2.
3.
The main purposes of this article are to identify the dimensions of organisational knowledge creation strategies (EICE model: exploration, institutional entrepreneurship, combination, exploitation) and to clarify the relationship between the organisational knowledge creation strategies and its knowledge asset. For these purposes, guided by knowledge-based view and knowledge creation theory, we propose an EICE model and explore its effect on the knowledge asset. We further suggest the managerial implications and theoretical implications. The main managerial implication is that the knowledge creation strategies model may help manager to make effective strategies for knowledge creation within the organisation. The main contributions to organisation theory are extending Nonaka's knowledge creation theory to form a new strategic model for knowledge creation. 相似文献
4.
This paper examines the contradiction of organisational memory: that an organisation requires a memory to operate effectively, but that that same memory inhibits and constrains its ability to operate effectively. We briefly review the field of organisational memory and note its close connection with organisational learning.We introduce a conceptual framework pioneered by Schultze and Stabell for examining contradictions in the area of knowledge management. We use this framework to distinguish between the conventional view of organisational memory, which implicitly or explicitly regards knowledge as a commodity, and a constructivist view, from which emerges a picture of the Markovian organisation: an organisation the future behaviour of which is determined not by memories of the past but by its current state, characterised by an organisational consciousness informed by the activities in which it is engaged. While the emphasis of this paper is theoretical, we suggest that adopting this Markovian view of the organisation might be particularly appropriate to practitioners in organisations that are immersed in turbulent environments. 相似文献
5.
This paper addresses the emergence and development of firm-centred knowledge networks within learning and innovation systems in late-industrialising countries. A key contribution of the paper is conceptual and methodological: the development of an original typology of knowledge network properties to trace out changes in the form of networks as they evolve over time. A second contribution consists in providing an example of the application of the typology by examining the emergence and development of a firm-centred knowledge network in the case of Petrobras, the Brazilian oil company over more than 30 years between the late 1960s and the early 2000s. This demonstrates that the properties of Petrobras’ knowledge networks continuously evolved through a succession of stages towards (i) increasing intentionality in the management decision-making underlying network development, (ii) growing complexity and diversity in selected cognitive characteristics, and (iii) greater complementarity in the division of innovative labour between Petrobras and its network partners. These original results from applying the typology, in conjunction with retrospective historical methods, illustrate only one aspect of its potential value in the analysis of knowledge networks in late-industrialising economies: tracking out organisational evolution over long periods of time. Others include the comparative examination of network differences across different circumstances and the analysis of relationships between changes/differences in network properties and other characteristics of learning/innovation systems and their contexts. 相似文献
6.
What have we learned so far? The development and application of an organisational learning narrative
The use of narratives and stories has been growing in popularity in the field of knowledge management. Narratives may be used as useful vehicles for several knowledge-based activities within organisational (and other) contexts. These include acquiring and sharing knowledge in the form of personal experiences; the storage of explicit knowledge; and significantly, the development of personal knowledge and understanding through the use of narratives for sense-making. This paper presents research into the development and application of a method for the construction of a ‘learning narrative’: an organisational narrative developed for the specific purpose of sharing experiential knowledge. The paper presents a rationale for the use of narratives within knowledge management; details a methodological approach for the development of learning narratives; and highlights a number of benefits of the use of learning narratives, notably their use in sustaining and enhancing the quality of project-based work. 相似文献
7.
The interplay between individual and collective knowledge: technologies for organisational learning and knowledge building 总被引：1，自引：0，他引：1
This article presents a framework model that defines knowledge building as a co-evolution of cognitive and social systems. Our model brings together Nonaka's knowledge-creating theory and Luhmann's systems theory. It is demonstrated how collaborative knowledge building may occur – in an ideal situation – within an organisation, when people interact with each other using shared digital artefacts. For this purpose, three different technologies are introduced as examples: social-tagging systems, pattern-based task-management systems, and wikis. These examples have been chosen to demonstrate that knowledge building can occur with respect to both declarative and procedural knowledge. The differences and similarities between these technologies, as far as their potential for organisational knowledge building is concerned, are discussed in the light of the framework model. 相似文献
8.
This study was interested in determining whether ethnicity-based cultural differences affected knowledge usage in today's multicultural organizations. Our empirical study uses a psychology-based approach to measure what we refer to as implicit managerial knowledge of Information and Communication Technology (ICT) workers within three Australian organizations. The research instrument captures responses to various ICT workplace scenarios in order to determine and compare the different ways in which people make use of the implicit knowledge they use to manage themselves and others. Using the culture-based literature to assist with interpretation of the data, we have identified a number of themes and their characteristics and brought these together to provide a comprehensive model for understanding cultural influences. This model can be used to better appreciate why and perhaps anticipate how an individual's implicit managerial knowledge will be used in responding to everyday workplace situations. Such an understanding will assist organizations to develop appropriate and effective knowledge management strategies. 相似文献
9.
An organization's future is viable to the degree it can create, obtain, and leverage its intellectual capital in an effort to manage knowledge for sustained, competitive advantage in the market place. Failure to do so can spell disaster. Case in point: Due to a festering crisis between his strategic intent and the organization's operational capacity to support it, in May 2000, the Spartanburg Regional Healthcare System (SRHS) board of directors voted for its chief executive officer (CEO) to resign. His resignation signaled the need for new learning, in addition to more effective management and communication practices in improving the identifying and codifying of knowledge and then facilitating the sharing of it organization-wide. This article focuses on delineating the process principles in managing a supportive environment necessary for the sharing of knowledge to spark creative thinking in devising innovative solutions that the hospital used in adapting to its market. 相似文献
10.
This paper proposes a strategic model for assessing the coherence between companies’ knowledge strategies and their business strategies as well as in their competitive and organisational contexts. In analysing knowledge management literature, we locate three principal strategies: (1) knowledge development (internal or external), (2) knowledge sharing (codification or personalisation) and (3) knowledge exploitation (internal or external). We then position the three strategies and six related policies in the context-content-process dimensions of Pettigrew's model to create a useful framework for strategic analysis and a model to assess the coherence of companies’ knowledge strategy. The model can be used to evaluate how an existing knowledge strategy aligns with a company's characteristics and to formulate and implement a coherent knowledge strategy based on the current competitive environment, organisational context and business strategy. 相似文献
11.
12.
This paper examines the role of group-based work as a knowledge sharing mechanism in fostering organisational learning. Relying on insights from communication research, the paper develops a set of propositions highlighting the role of communication forms in mediating the effect of group-based work on knowledge sharing. Our view on group-based work is grounded in the philosophical perspective on organisational learning as occurring through interaction. This perspective emphasises the role of communication as the foundational basis for knowledge sharing and learning. Group-based work structures communication and creates conditions for sharing knowledge among organisational members. Drawing on cultural psychology research that reveals that people from different cultures have different cognitive styles and, thus, process and interpret information differently, the paper proposes a link between cognitive styles and preferences for different communication forms. It suggests that effectiveness of knowledge sharing in group-based work depends on whether the latter supports culturally preferred communication forms. 相似文献
13.
Knowledge conversion is a prominent theme within the knowledge management field and the question arises how knowledge creation processes can grow innovation capability maturity. This notion provides the platform for aligning knowledge creation processes to the requirements for innovation capability growth from one maturity level to the next. In order to achieve this alignment, the authors identified a knowledge creation path as a key enabler for maturity growth in each innovation capability area. Knowledge management tools and organisational facilitating conditions that support the specific knowledge processes highlighted in the identified path were identified through a literature study and subsequently synthesised to form a framework. This framework provides guidelines for the use of knowledge creation processes as a vehicle to improve innovation. The amount of time needed to practically test the framework does not allow for the practical implementation of the framework and the impact of the framework was demonstrated by discussing a practical organisational scenario. 相似文献
14.
This research investigates the moderating role of knowledge-sharing capability on the effects of team dynamics on organisational learning by decomposing team dynamics into two types, namely, intra-team and inter-team dynamics. Using structural equation modelling techniques and data from a large-scale survey of employees in Australia, it is shown that inter-team dynamics has a larger direct effect on organisational learning compared with intra-team dynamics. However, when taking the moderating effects of knowledge-sharing capability into consideration, intra-team dynamics contribute more to organisational learning. The findings suggest that knowledge-sharing capability is more critical within teams rather than between teams in enhancing organisational learning. The implications of these findings for knowledge management research and practice are fully discussed. 相似文献
15.
Knowledge sharing and learning are critically important to the success of knowledge management. In this research, we study the design of incentive rewards to facilitate knowledge transfer utilizing an internal knowledge market within organizations. The internal knowledge market is modelled as a marketplace where knowledge providers can send signals about their knowledge and learners may voluntarily acquire the knowledge based on the signals. Three types of knowledge recipients are differentiated with respect to their signalling threshold functions: knowledge connoisseur, knowledge public, and knowledge dilettante. In addition, a knowledge recipient may be either humble or arrogant, with different propensities for learning characterized by different learning inhibition cost functions. For different knowledge recipients, we study the knowledge providers’ best signalling strategies and the firm's optimal design of reward structures. Knowledge providers will adopt different signalling strategies if they lack the necessary trust that knowledge recipients will accurately report their learning. We analyse how the firm can offer learning rewards and employ IT support to improve the trust so as to increase knowledge transfer. This research provides valuable insights for practitioners to manage an internal knowledge market. 相似文献
16.
This article presents a contingency model of knowledge management system (KMS) effectiveness and reports the results of its empirical test. The conceptual model was developed to include the components of KMS perceptions and usage (as indicators of adoption) and its antecedents and consequences. The model was tested in the context of individual decision making. Data were collected by a survey of 372 knowledge workers across a variety of Turkish industry sectors and were analysed through structural equation modelling. The results provide fairly good empirical support for the proposed theoretical model when using approximate fit measures. The results suggest that system sophistication and knowledge worker self-efficacy, but not decision task complexity, influence the perceived benefits and usage of the system, which in turn affect net benefits in terms of knowledge and performance (individual and organisational). 相似文献
17.
18.
This article contextualises the rising phenomenon of coworking in the theoretical framework of proximity and knowledge exchange. We present an empirical study through which we were able to assess if the physical co-presence of coworkers in these shared environments stimulates knowledge exchange among them. After identifying two different configurations of coworking spaces from the perspective of the forms of proximity that they involve, we designed a research project aimed at isolating geographical proximity and studying its role in facilitating the transmission of knowledge. The qualitative study of these two configurations of spaces underlined the importance of elements of organisational and social proximity in stimulating collaboration among coworkers and in promoting exchange of other forms of knowledge. 相似文献
19.
20.
Yong Sauk Hau Byoungsoo Kim Heeseok Lee Young-Gul Kim 《International Journal of Information Management》2013
Due to the importance of knowledge in today's competitive world, an understanding of how to enhance employee knowledge sharing has become critical. This study develops an integrated model to understand key factors of employee knowledge sharing intentions through constructs prescribed by two established knowledge management research streams, namely, those concerning individual motivations and social capital. This study classifies employee knowledge sharing intentions as either tacit or explicit and investigates whether the level of the determinants and their influences differ between the two. The research model is tested with survey data collected from 2010 employees in multiple industries. Analysis results show that the proposed model significantly explains the variance of employees’ tacit and explicit knowledge sharing intentions. This finding indicates that the model's unified perspective enhances our knowledge of how to improve employee knowledge sharing. The new findings reveal that organizational rewards have a negative effect on employees’ tacit knowledge sharing intentions but a positive influence on their explicit knowledge sharing intentions. The analysis results confirm that reciprocity, enjoyment, and social capital contribute significantly to enhancing employees’ tacit and explicit knowledge sharing intentions. Additionally, these factors have more positive effects on tacit than on explicit knowledge intentions. The implications of the new findings are discussed. 相似文献