Examining How Knowledge Managers Facilitate the Process of Knowledge Creation in Organizations by Dean Call M.S., Walden University, 2010 M.B.A., Bellevue University, 2007 B.S., Bellevue University, 2004 A.A.S. ECPI College of Technology, 2002 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Organizational Psychology Walden University November, 2016 Abstract The problem addressed in this study was how knowledge managers facilitated the process of knowledge creation. Researchers identified this area as important because it begins to fill the literature gap in the dynamics surrounding knowledge creation. Using 4 research questions developed from the theory of dynamic organizational knowledge creation, the study investigated how knowledge managers facilitated and supported knowledge creation, promoted knowledge formation, and accounted for knowledge gaps. The theory was selected to provide a framework and an analytical perspective on the process of knowledge creation. A qualitative research design was used to learn from a sample of 12 Chief Knowledge Managers their experiences orchestrating a knowledge management program. In-depth interviews were conducted with each participant, transcribed and imported to NVivo. Data were analyzed using the theory and findings were validated via member checking and triangulation. The results revealed that knowledge managers facilitated knowledge creation by building on social and cultural factors, providing leadership, and incentivizing knowledge sharing. Skills identified for facilitating knowledge creation were future envisioning, change management, interpersonal communication, and culture building. Future research would benefit from studies that focused on the outcomes of knowledge management efforts, the perceptions of organization members to determine if knowledge management efforts facilitated knowledge creation, and if knowledge managers follow a specific cognitive learningThe problem addressed in this study was how knowledge managers facilitated the process of knowledge creation. Researchers identified this area as important because it begins to fill the literature gap in the dynamics surrounding knowledge creation. Using 4 research questions developed from the theory of dynamic organizational knowledge creation, the study investigated how knowledge managers facilitated and supported knowledge creation, promoted knowledge formation, and accounted for knowledge gaps. The theory was selected to provide a framework and an analytical perspective on the process of knowledge creation. A qualitative research design was used to learn from a sample of 12 Chief Knowledge Managers their experiences orchestrating a knowledge management program. In-depth interviews were conducted with each participant, transcribed and imported to NVivo. Data were analyzed using the theory and findings were validated via member checking and triangulation. The results revealed that knowledge managers facilitated knowledge creation by building on social and cultural factors, providing leadership, and incentivizing knowledge sharing. Skills identified for facilitating knowledge creation were future envisioning, change management, interpersonal communication, and culture building. Future research would benefit from studies that focused on the outcomes of knowledge management efforts, the perceptions of organization members to determine if knowledge management efforts facilitated knowledge creation, and if knowledge managers follow a specific cognitive learning theory. The social change implications from the present study include strengthening the potential for knowledge creation in organizations, prompting shifts in established paradigms, and fostering trust and expectation from collaboration. Examining How Knowledge Managers Facilitate the Process of Knowledge Creation in Organizations by Dean Call M.S., Walden University, 2010 M.B.A., Bellevue University, 2007 B.S., Bellevue University, 2004 A.A.S. ECPI College of Technology, 2002 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Organizational Psychology Walden University November, 2016 Dedication No undertaking in life is a lone venture. There are always those who have pushed, prodded, encouraged, and even berated you along the way, and then there are those who simply have inspired. This work and, in many ways my life, is dedicated to them, and as in all things to God. Acknowledgement I would like to acknowledge the researchers, writers, and thinkers who have preceded me in this endeavor. My interests and sources are varied, yet there always seems to be the shoulders of giants to stand upon regardless of the where my thoughts take me. I would also like to acknowledge my committee, and especially my chair Dr. Horton for his willingness to review multiple versions of this research and to push me continually forward and into new areas of thinking.

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Examining How Knowledge Managers Facilitate the Process of Knowledge Creation in Organizations

http://link.springer.com/content/pdf/10.1007%2Fs11528-008-0214-1.pdf

Balancing Ethical and Practical Matters in the Field

When Dealing with Human Subjects: Balancing Ethical and Practical Matters in the Field.

Social enterprises are diverse in their mission, business structures and industry orientations. Like all businesses, social enterprises face a range of strategic and operational challenges and utilize a range of strategies to access resources in support of their venture. This exploratory study examined the strategic management issues faced by Australian social enterprises and the ways in which they respond to these. The research was based on a comprehensive literature review and semi-structured interviews with 11 representatives of eight social enterprises based in Victoria and Queensland. The sample included mature social enterprises and those within two years of start-up. In addition to the research report, the outputs of the project include a series of six short documentaries, which are available on YouTube at http://www.youtube.com/user/SocialEnterpriseQUT#p/u.
The research reported on here suggests that social enterprises are sophisticated in utilizing processes of network bricolage (Baker et al. 2003) to mobilize resources in support of their goals. Access to network resources can be both enabling and constraining as social enterprises mature. 

In terms of the use of formal business planning strategies, all participating social enterprises had utilized these either at the outset or the point of maturation of their business operations. These planning activities were used to support internal operations, to provide a mechanism for managing collective entrepreneurship, and to communicate to external stakeholders about the legitimacy and performance of the social enterprises. Further research is required to assess the impacts of such planning activities, and the ways in which they are used over time.

Business structures and governance arrangements varied amongst participating enterprises according to: mission and values; capital needs; and the experiences and culture of founding organizations and individuals. In different ways, participants indicated that business structures and governance arrangements are important ways of conferring legitimacy on social enterprise, by signifying responsible business practice and strong social purpose to both external and internal stakeholders. 

Almost all participants in the study described ongoing tensions in balancing social purpose and business objectives. It is not clear, however, whether these tensions were problematic (in the sense of eroding mission or business opportunities) or productive (in the sense of strengthening mission and business practices through iterative processes of reflection and action). Longitudinal research on the ways in which social enterprises negotiate mission fulfillment and business sustainability would enhance our knowledge in this area.

Finally, despite growing emphasis on measuring social impact amongst institutions, including governments and philanthropy, that influence the operating environment of social enterprise, relatively little priority was placed on this activity. The participants in our study noted the complexities of effectively measuring social impact, as well as the operational difficulties of undertaking such measurement within the day to day realities of running small to medium businesses. It is clear that impact measurement remains a vexed issue for a number of our respondents. This study suggests that both the value and practicality of social impact measurement require further debate and critically informed evidence, if impact measurement is to benefit social enterprises and the communities they serve.

Developing strong social enterprises : a documentary approach

Knowledge Sharing and Competitiveness of Professional Service Firms: A Case Study by Albert P. Cruz M.A., National University, 2005 M.B.A., University of Phoenix, 2002 B.S., University of Phoenix, 2000 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Applied Management and Decision Sciences

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Liesl M. Combs

Papers

Balancing Ethical and Practical Matters in the Field

When Dealing with Human Subjects: Balancing Ethical and Practical Matters in the Field.

“Why Can’t I Get this Thing to Work?”: Evaluating Strategies to Promote Preservice Secondary Teachers’ Self-Efficacy Toward Technology Integration

The Role of Mental Models in Transfer of Technology Training for Preservice Teachers – A Matter of Self-Efficacy