Showing papers on "Tacit knowledge published in 2003"
TL;DR: The authors empirically examined the decision to transfer the capability to manufacture new products to wholly owned subsidiaries or to other parties and found that the less codifiable and the harder to teach is the technology, the more likely the transfer will be to wholly-owned operations.
Abstract: Firms are social communities that specialize in the creation and internal transfer of knowledge. The multinational corporation arises not out of the failure of markets for the buying and selling of knowledge, but out of its superior efficiency as an organizational vehicle by which to transfer this knowledge across borders. We test the claim that firms specialize in the internal transfer of tacit knowledge by empirically examining the decision to transfer the capability to manufacture new products to wholly owned subsidiaries or to other parties. The empirical results show that the less codifiable and the harder to teach is the technology, the more likely the transfer will be to wholly owned operations. This result implies that the choice of transfer mode is determined by the efficiency of the multinational corporation in transferring knowledge relative to other firms, not relative to an abstract market transaction. The notion of the firm as specializing in the transfer and recombination of knowledge is the foundation to an evolutionary theory of the multinational corporation.
3,354 citations
TL;DR: In this paper, a critical analysis of the prevailing implicit and explicit economic geographies of tacit knowledge, focusing on the relationship between tacit knowledge and institutions, is presented, with a focus on the role and origins of social context.
Abstract: Within economic geography and industrial economics, interest in the concept of tacit knowledge has grown steadily in recent years. Nelson and Winter helped revive this interest in the work of Michael Polanyi by using the idea of tacit knowledge to inform their analysis of routines and evolutionary dynamics of technological change. More recently, the concept has received closer scrutiny. This paper offers a further contribution to this project by offering a critical analysis of the prevailing implicit and explicit economic geographies of tacit knowledge, focusing on the relationship between tacit knowledge and institutions. While much of the innovation literature focuses on a single question ^ can tacit knowledge be effectively shared over long distances ^ the paper argues that this issue cannot be properly addressed without considering a broader range of related questions. It highlights three tacit knowledge problems which, together, provide a more complete view of this issue. First, how is tacit knowledge produced? Second, how do firms find and appropriate tacit knowledge? Third, how is tacit knowledge reproduced or shared ^ that is, how does tacit knowledge promote social learning processes, and must the participants be geographically proximate in order for effective learning to occur? The paper revisits Michael Polanyi’s original conception of tacit knowledge, showing it to be limited by its experiential and cognitive emphasis, with insufficient attention devoted to the role and origins of social context. Alternatively, the paper argues that one cannot sort out the geography of tacit knowledge without inquiring into the foundations of context and culture, and the institutional underpinnings of economic activity, taking the work of another Polanyi ^ Karl ^ as the logical starting point.
1,803 citations
TL;DR: In this article, the authors present an elaboration of the epistemology of transformative learning in adult education, and examine the nature of reasoning within the context of critical-dialectical discourse.
Abstract: This article presents an elaboration of the epistemology of transformative learning in adult education. Transformative learning is understood as a uniquely adult form of metacognitive reasoning. Reasoning is the process of advancing and assessing reasons, especially those that provide arguments supporting beliefs resulting in decisions to act. Beliefs are justified when they are based on good reasons. The process of reasoning may involve such tacit knowledge as aptitudes, skills, and competencies. The article examines the nature of reasoning within the context of critical-dialectical discourse—the intersubjective process of communicative learning by which adults assess beliefs—and its implications for democratic citizenship and adult education.
1,322 citations
TL;DR: This paper revisits the theory of knowledge creation through the SECI process and ba, and tries to advance them further by incorporating the dialectic thinking.
Abstract: This paper is a part of our attempt to build a new knowledge-based theory of the firm and organization to explain the dynamic process of knowledge creation and utilization. For this, we revisit the theory of knowledge creation through the SECI process and ba, and try to advance them further by incorporating the dialectic thinking. In this paper, knowledge creation is conceptualized as a dialectical process, in which various contradictions are synthesized through dynamic interactions among individuals, the organization, and the environment. With the view of a firm as a dialectic being, and strategy and organization should be re-examined as the synthesizing and selftranscending process instead of a logical analysis of structure or action. An organization is not an information-processing machine that is composed of small tasks to carry out a given task, but an organic configuration of ba. Ba, which is conceptualized as a shared context in motion, can transcend time, space, and organization boundaries to create knowledge.
1,312 citations
TL;DR: In this article, the authors present a set of hypotheses concerning the relationships between inter-firm relationship strength and tacitness of knowledge transfer, extent of tacit knowledge transfer and innovation capability.
Abstract: This study surveys a broad spectrum of US manufacturer and service firms to examine the effect of tacit knowledge transfer on firm innovation capability. The authors present a set of hypotheses concerning the relationships between inter‐firm relationship strength and tacitness of knowledge transfer, extent of tacit knowledge transfer and innovation capability, and innovation capability and innovation performance based on the theory of knowledge. Moderating roles of firm collaborative experience and firm size on the relationship between inter‐firm relationship strength and the extent of tacit knowledge transfer are considered. Empirical results generally support the predictions from the theory and managerial implications are included.
809 citations
TL;DR: In this article, the authors address the question of what kind of social engagements provide the proper project work context for tacit knowledge acquisition and sharing to take place, and the results of the study suggest that the situations where the members of a project team can interact face-to-face with each other, reinforces tacit knowledge sharing.
425 citations
Posted Content•
TL;DR: The importance of proximity for sourcing knowledge from public research increases with the quality and output of domestic public research organisations and declines with activity in the North American market, an increase in the firm's R&D expenditures, and the importance of codified knowledge to the firm as mentioned in this paper.
Abstract: We use the results of a 1993 survey of EuropeOs largest firms to explore the effect of proximity on knowledge flows from suppliers, customers, joint ventures, competitors and public research organisations to innovative firms The focus is on the latter, since they are an essential component of National Innovation Systems The importance of proximity for sourcing knowledge from public research increases with the quality and output of domestic public research organisations and declines with activity in the North American market, an increase in the firmOs R&D expenditures, and the importance of codified knowledge to the firm
399 citations
TL;DR: Examination of effects of tacit and codified knowledge on performance improvement as organizations gain experience with a new technology suggests improvement rate heterogeneity across organizations will be more heterogeneous for dimensions of performance that rely on tacit knowledge.
Abstract: This paper examines effects of tacit and codified knowledge on performance improvement as organizations gain experience with a new technology. We draw from knowledge management and learning curve research to predict improvement rate heterogeneity across organizations. We first note that the same technology can present opportunities for improvement along more than one dimension, such as efficiency and breadth of use. We compare improvement for two dimensions: one in which the acquisition of codified knowledge leads to improvement and another in which improvement requires tacit knowledge. We hypothesize that improvement rates across organizations will be more heterogeneous for dimensions of performance that rely on tacit knowledge than for those that rely on codified knowledge (H1), and that group membership stability predicts improvement rates for dimensions relying on tacit knowledge (H2). We further hypothesize that when performance relies on codified knowledge, later adopters should improve more quickly than earlier adopters (H3). All three hypotheses are supported in a study of 15 hospitals learning to use a new surgical technology. Implications for theory and practice are discussed.
363 citations
TL;DR: In this article, the authors argue that knowledge is highly individualistic and concomitant with the various surrounding contexts within which it is shaped and enacted, and that these contexts are also shaped as a consequence of knowledge adding further complexity to the problem domain.
318 citations
TL;DR: In this article, the authors examine the nature and the generation, dissemination and translation of knowledge in large, global management consulting organizations and argue that a fruitful understanding of knowledge management in management consulting requires attention to the relations between the different elements that represent different kinds of knowledge.
Abstract: This article examines the nature and the generation, dissemination and translation of knowledge in large, global management consulting organizations. The knowledge system in consulting organizations is modelled as consisting of three interacting knowledge elements: methods and tools, providing a common language and knowledge structure; cases, carrying knowledge in a narrative form; and the experience of individual consultants that is essential for the adaptation of methods, tools and cases to the specific consulting project.A number of recent studies have characterized knowledge-management strategies as focusing on either articulate knowledge or tacit knowledge. We argue that a fruitful understanding of knowledge management in management consulting requires attention to the relations between the different elements that represent different kinds of knowledge. Based on case studies in Andersen Consulting (now Accenture) and Ernst & Young Management Consulting (now Cap Gemini Ernst & Young) these knowledge e...
255 citations
Book•
11 Dec 2003
TL;DR: In this article, Keiretsu et al. present a survey of the state of the art in the area of knowledge transfer in the context of MNCs, focusing on the following: 1.1 Aims and scope 1.2.
Abstract: 1. Introduction 1.1 Aims and scope 1.1.1 Questions 1.1.2 Scope 1.1.3 Disciplines 1.2 Concepts and theory 1.2.1 Competence 1.2.2 Knowledge 1.2.3 Decision heuristics 1.2.4 Organization 1.2.5 Institutions 1.2.6 Complementary cognition 1.2.7 Tacit knowledge, absorptive capacity and firm size 1.2.8 Knowledge transfer to small firms 1.2.9 Governance 1.3 Advanced 1.3.1 Cognitive distance 1.3.2 Empirical tests 1.3.5 Evolutionary psychology 1.3.6 Institutions and evolution 1.3.7 Methodological interactionism 1.3.8 Incommensurability 2. Goals 2.1 Goals 2.1.1 Efficiency 2.1.2 Competence 2.1.3 Positioning 2.1.4 Performance 2.2 Concepts and theory 2.2.1 Economies of scale and scope 2.2.2 Economies of time 2.2.3 Innovation 2.2.4 Learning, exploration and exploitation 2.2.5 Communities of practice 2.2.6 Internationalization 2.3 Advanced 2.3.1 Threshold costs 2.3.2 Cycle of discovery 2.3.3 Leaning by internationalization 3. Structure 3.1 Forms 3.1.1 Structure 3.1.2 Ties 3.1.3 Concentration of ownership and control 3.1.4 Cobwebs 3.2 Choice 3.2.1 MA or alliance? 3.2.2 Bad reasons 3.2.3 Joint ventures 3.2.4 Network structure 3.2.5 Licensing 3.2.6 Structures of buyer-supplier relations 3.2.7 External corporate venturing 3.3 Concepts and theory 3.3.1 Third parties 3.3.2 The revelation problem 3.4 Advanced 3.4.1 Location 4. Governance 4.1 Risk analysis 4.1.1 Governance 4.1.2 Relational risk 4.1.3 An audit of hold-up risk 4.1.4 Network effects 4.2 Instruments 4.2.1 Risk control 4.2.2 Strategic orientations 4.2.3 Instruments 4.2.4 Contingencies 4.3 Concepts and theory 4.3.1 Trust 4.3.2 Go-betweens 4.3.3 Hostages 4.4 Advanced 4.4.1 Detailed risk audit 4.4.1.1 Value 4.4.1.2 Switching costs 4.4.1.3 Room for opportunism 4.4.1.4 Intent towards opportunism 4.4.1.5 Overall system 4.4.2 Detailed choice 4.4.2.1 Conditions 4.4.2.2 Problems of governance 4.4.2.3 Examples 4.4.3 Empirical tests 5. Process 5.1 Stages of relations 5.1.1. Beginning 5.1.2. Management 5.1.3. Adaptation 5.1.4. The end 5.2 Networks for exploration and exploitation 5.2.1 Networks for exploration: the competence side 5.2.2 Networks for exploration: the governance side 5.2.3 Networks for exploitation 5.2.4 Contingencies 5.2.5 Conclusion 5.2.6 Empirical evidence 5.2.6.1 Multimedia 5.2.6.2 Biotechnology 5.2.7 Development of clusters 5.2.8 Development of MNC's 5.2.9 Keiretsu5.3 Advanced 5.3.1 Opening game 5.3.2 Closing game 5.3.3 Generic forms of outsourcing 6. Summary and Conclusions 6.1 Integrated theory 6.2 Dyads and networks 6.3 Goals of collaboration 6.4 Forms of collaboration 6.5 Governance 6.6 Process 6.7 Further research
TL;DR: The authors found that negotiators in the observation group showed the largest increase in performance, but the least ability to articulate the learning principles that helped them improve, suggesting that they had acquired tacit knowledge that they were unable to articulate.
Abstract: Our review of the learning and training literature revealed four common methods for training people to be more effective negotiators: didactic learning, learning via information revelation, analogical learning, and observational learning. We tested each of these methods experimentally in an experiential context and found that observational learning and analogical learning led to negotiated outcomes that were more favorable for both parties, compared to a baseline condition of learning through experience alone. Information revelation and didactic learning were not significantly different from any other condition. Process measures revealed that negotiators' schemas about the task (reflected in open-ended essays) were strong predictors of performance in the analogical learning condition, but were poor predictors of performance in the remaining conditions. Interestingly, negotiators in the observation group showed the largest increase in performance, but the least ability to articulate the learning principles that helped them improve, suggesting that they had acquired tacit knowledge that they were unable to articulate.
Journal Article•
TL;DR: Koudsi et al. as discussed by the authors studied the relationship between employee turnover and the loss of social capital in the knowledge economy and found that when employees leave, companies lose not only human capital, but also accumulated knowledge.
Abstract: An enormous amount of information and knowledge resides in the minds of key people, but this material is rarely organized in a fashion that allows for its transmission to others (Powell, 1998: 237) Just as the apprentice learns the tools of the trade from a master, businesses gain from the knowledge shared by mentors, supervisors, coworkers, project team members, and long-tenured employees Yet the business world is in the midst of an era characterized by the boundaryless career (Arthur and Rousseau, 1996)-- one where median employment tenure is just four and a half years, new job creation accounts for only one tenth of all career moves, and large firm decentralization is a regular occurrence "I know I can't stop people from walking out the door--but how do I stop them from taking their knowledge with them?" (Labarre, 1998:48) That is, when employees leave, companies lose not only human capital, but also accumulated knowledge This is a common problem firms face in the knowledge economy and the central issue addressed in this article As consulting, research, and information technology firms are realizing, their "whole business is pretty much locked away in the minds of employees" (Koudsi, 2000: 233), yet this knowledge is rarely shared, swapped, traced, and fertilized to ensure that it remains, at least in part, with the firm when employees leave The problem's significance is shown by the fact that many businesses are spending millions of dollars each to develop and purchase solutions to combat knowledge exodus (Koudsi, 2000; McCune, 1999) Companies, recognizing knowledge as a valuable asset, are busily devising ways to capture it, from narrative re-creations of past triumphs to rewards for in formation gleaned in exit interviews (Branch, 1998) Organizational knowledge and employee turnover have been studied extensively Our contribution is a link between the two, whereby social networks explicate the connection between employee turnover and tacit knowledge loss Closely related to social networks is the concept of social capital We adapt the meaning suggested by Tsai and Ghoshal (1998) in defining social capital as resources embedded in social relationships as well as the norms and values inherent in such relationships Others (eg, Dess and Shaw, 2001) have suggested that employee turnover can negatively affect firm performance through loss of social capital We expand this by taking into account the tacit knowledge that firms lose when employees leave In light of employee turnover, we focus on social network structures likely to lead to retention of the tacit knowledge embedded in employees' minds We offer propositions concerning the problem of tacit knowledge loss and encourage the development of solutions that take into account the social n etwork structure of organizations Specifically, we posit that 1) tacit knowledge can be preserved, in part, when firms promote employee interaction, collaboration, and diffusion of non-redundant tacit knowledge, and 2) characteristics of a firm's social network, including density and an optimal mix of weak and strong ties, promote interaction, collaboration, and non-redundant tacit knowledge diffusion This paper is divided into three major sections First, we introduce the general theoretical background, followed by more specific theoretical discussions of the tacit knowledge, knowledge-based view of the firm, and employee turnover literature Second, we frame our propositions in the context of a firm's social structure, highlighting the interplay among diffusion, interaction and collaboration, and non-redundant information Third, we provide a summary, implications, and future research directions BACKGROUND A major challenge facing organizations is uncovering the most effective methods of gathering and applying knowledge en route to economic value creation (Miles et al, 1998) In our technological, global society, this need for knowledge is more salient than ever before …
TL;DR: In this article, the authors report the results of empirical work carried out in a project funded by the UK Government's Engineering and Physical Sciences Research Council (EPSRC), which was concerned with operationalising knowledge management concepts in the context of interorganisational innovation.
TL;DR: The author reconsiders reflexivity and introduces the case for greater intellectual entrepreneurship within the context of qualitative research and suggests that excessive emphasis on reflexive activity might inhibit intellectual entrepreneurship.
Abstract: In this article, the author reconsiders reflexivity and attempts to examine some unresolved issues by drawing particular attention to the relationship between reflexivity and certain related phenomena/processes: the researcher's a priori knowledge, values, beliefs; empathy within qualitative research; the presence and influence of the researcher's tacit knowledge, and May's "magic" in method. Given the limitations of some reflexive activity identified in this article, the author introduces the case for greater intellectual entrepreneurship within the context of qualitative research. He suggests that excessive emphasis on reflexive activity might inhibit intellectual entrepreneurship. Wherein intellectual entrepreneurship implies a conscious and deliberate attempt on the part of academics to explore the world of ideas boldly; to take more risks in theory development and to move away from being timid researchers.
TL;DR: The results suggest that learning is a matter of taking time to become acquainted with the use of the technology, and of gaining experience through successive foreign plant investments, which adds to the understanding of the effects of knowledge on corporate expansion.
Abstract: This paper examines the impact of knowledge tacitness on a firm's propensity to establish plants in foreign rather than domestic locations. Our predictions build on knowledge-based, internalization, and evolutionary theories of foreign direct investment. We argue that the tacitness of technology has an inverted-U effect on the propensity to undertake foreign investment. We also expect that as a firm learns about a technology, it will become more likely to make foreign investments. We examine two forms of learning: that which accumulates as a function of the number of plants previously built by the firm (transfer-based learning), and that which accumulates as a function of time since the firm started using a technology (time-based learning). We investigate empirical effects in a sample of investments in the memory segment of the semiconductor industry. Our predictions about the curvilinear effect of tacitness are supported. The results also suggest that learning is a matter of taking time to become acquainted with the use of the technology, and of gaining experience through successive foreign plant investments. The study adds to the understanding of the effects of knowledge on corporate expansion.
TL;DR: Sharings insights from a humanistic and entertainment approach to improving organizational efficiency are provided.
Abstract: Sharings insights from a humanistic and entertainment approach to improving organizational efficiency.
TL;DR: Investigating architect and user interaction revealed that tacit knowledge can be made explicit and the difficulty of generalising user-needs from user statements, and it was shown that the ideology of inclusive design is similar to the ideologies of participatory design.
TL;DR: It is argued that the tacit dimension of knowledge in the context of the model is different from that in Polanyi’s original context; it actually includes considerable “implicitness” idiosyncratic in Japanese context.
Abstract: To better understand Nonaka’s SECI model of knowledge creation and its constraints, we revisit the fundamental points of tacit knowledge in the model and provide a critical review on the role of tacit knowledge in business organization. First, the “tacitness” of knowledge is broken down into two parts: implicitness and real tacitness. We argue that the tacit dimension of knowledge in the context of the model is different from that in Polanyi’s original context; it actually includes considerable “implicitness” idiosyncratic in Japanese context. The separation of implicitness from real tacitness suggests carefully considering the potentialities of “unveiling” the secrets of tacit knowledge in different contexts. Second, considering most cases for the model mainly came from certain Japanese manufacturing companies that more or less relates to assemble lines, it is necessary to be cautious when the model is extended for a broader application.
TL;DR: The development of sustainable competitive advantage is a vital management function and an important requirement is the nurturing of a knowledge creating environment to enable the organization to exploit and develop resources better than rivals and create sufficient knowledge to address the industry’s future success factors.
Abstract: Organizations operate in all areas through people and it is their contribution which determines success and it is their skills and knowledge which need to be cultivated and then leveraged to create competitive advantage. Sustainability of this competitive advantage comes from the development of tightly coordinated and complementary activities and directed towards producing a strategy of differentiation and making a unique offering to customers. A consistency in strategic direction is essential and this will necessitate the exercise of choice to develop a unique strategy. The development of sustainable competitive advantage is a vital management function and an important requirement is the nurturing of a knowledge creating environment to enable the organization to exploit and develop resources better than rivals and create sufficient knowledge to address the industry’s future success factors.
TL;DR: The Tacit Knowledge for Military Leaders (TKML) inventory as discussed by the authors was developed to assess the amount of knowledge leaders possess in order to understand why some leaders are more successful than others.
Abstract: Tacit knowledge (TK) is knowledge drawn from everyday experience that helps individuals to solve real-world, practical problems. This study applied a method for identifying and assessing TK to the domain of military leadership in order to understand why some leaders are more successful than others. Interviews were conducted with Army officers at three levels of leadership in order to identify the type of practical, experience-based knowledge that is not necessarily part of formal training or doctrine. Subsequently, the Tacit Knowledge for Military Leaders (TKML) inventory, consisting of a series of leadership scenarios, was developed to assess the amount of knowledge leaders possess. Three versions of the TKML were administered to a total of 562 leaders at the platoon, company, and battalion levels. At all three levels, TKML scores correlated with ratings of leadership effectiveness from either peers or superiors, and the scores explained variance in leadership effectiveness beyond a test of general verbal ability and a test of TK for managers. These results indicate that domain-specific TK can explain individual differences in leadership effectiveness and suggest that leadership development initiatives should include efforts to facilitate the acquisition of TK.
TL;DR: In this paper, the authors explore the role of line managers facilitating creation and transfer of tacit knowledge in teams, summarise barriers concerning the transfer of knowledge between individuals and teams, and finally outline the importance of developing line managers as facilitators.
Abstract: As human resource management (HRM) and knowledge management are still new areas of research, if we assume the co‐existence of strategic integration, and devolution of HRM responsibilities to line managers, then we can see that an organisation's strategic intent could be to maximise the contribution of employee's knowledge and skills, through creating competitive advantage by utilising human capital. The challenge of “capturing” employee's tacit knowledge, to facilitate its transfer into organisational competence for today's organisations remains paramount. Competitive business pressures are leading to streamlined organisational structures, flatter management layers, adoption of team‐working processes and employee empowerment, which offers line managers a key role in contributing to strategic HRM outcomes by encouraging knowledge sharing in teams. Reviews and discusses the impact of such devolved HR responsibilities on the role of line managers. Intends to: explore the role of line managers facilitating creation and transfer of tacit knowledge in teams; summarise barriers concerning the transfer of tacit knowledge between individuals and teams; and finally outline the importance of developing line managers as facilitators. Aims to construct an agenda outlining future research in this field.
TL;DR: In this paper, the authors argue that for organisational transformation to occur, an organisation's members need to evolve new tacit knowledge about the way they interact both with each other and external stakeholders, and how they co-ordinate their activities.
TL;DR: This paper argues that, within an organisational context, a useful alternative view is one in which knowledge is viewed as a systemic property of the organisational system to which it belongs, and investigates the potential that this stance offers OR practitioners.
Abstract: A central issue in the knowledge management literature is the definition of the nature of knowledge, and particularly the distinction between tacit and explicit knowledge. This paper reviews some of the common standpoints on this issue, but argues that, within an organisational context, a useful alternative view is one in which knowledge is viewed as a systemic property of the organisational system to which it belongs. Thus, attempts to codify knowledge, and position it on a tacit-explicit continuum, are sometimes misplaced. Instead, this paper advocates approaches that view knowledge as a holistic system property. The paper considers the practical implication of this stance, from the perspective of knowledge transfer between individuals and between organisations, and investigates the potential that this stance offers OR practitioners.
TL;DR: A model with the help of which the management of businesses can evaluate what kind of a role tacit knowledge plays in their organizations is introduced, which includes numerous factors that affect tacit knowledge utilization in organizations.
Abstract: This article introduces a model with the help of which the management of businesses can evaluate what kind of a role tacit knowledge plays in their organizations. At the beginning of the article basic elements from which an individual’s competence is derived are described. After that the structure of the model is discussed. Four different systems, namely memory, communication, motivational, and situational systems, which all include numerous factors that affect tacit knowledge utilization in organizations are illustrated. The article ends with the introduction of the model and a brief speculation about its application possibilities in different work units.
TL;DR: In this paper, a holistic theory of knowledge and adult learning is proposed, which posits that knowledge consists of three indivisible facets, explicit, implicit, and emancipatory knowledge.
Abstract: This article proposes a holistic theory of knowledge and adult learning. The theory posits that knowledge consists of three indivisible facets— explicit, implicit, and emancipatory knowledge, and that each of the knowledge facets consists of three layers—foundation, manifestation, and orientation. The holistic theory calls for a dialectical perspective about the dynamic relationships among the three facets to better understand learning. Three contemporary paradigms of knowledge and learning are examined under the perspective of the holistic theory.
TL;DR: In this paper, the authors show the link between knowledge creation and individual learning, and the coherence that exists between the knowledge creation view and single and double-loop learning models by examining differences in levels of knowledge and their relationship with creativity and knowledge creating behaviours.
Abstract: This paper shows the link between knowledge creation and individual learning, and the coherence that exists between the knowledge creation view and single and double-loop learning models. It does so by examining differences in levels of knowledge and their relationship with creativity and knowledge creating behaviours. The analysis shifts the focus from the abstract notion of tacit knowledge to a more specific discussion on creative human cognition. The paper is unique in adopting an endogenous perspective to the analysis of individual learning. The analysis is distinct from previous discussions on knowledge creation in three ways: (a) explicit and tacit knowledge are analysed in terms of the nature and degree of interdependence that exists between the two; (b) knowledge levels are defined in terms of their applications rather than as abstract concepts; and (c) a distinction is made between shifts and movements in knowledge to separate, and subsequently integrate, the information processing and creative dimensions of learning. Further, the paper highlights specific challenges and limitations/costs that are associated with the transfer/acquisition of knowledge levels, and argues that in the absence of a conscious effort, knowledge levels are acquired through mistakes and failures. Following that, various theoretical and managerial implications to facilitate knowledge creation are discussed.
Posted Content•
TL;DR: In this paper, the authors present an exploration of the literature on the factors that can affect knowledge sharing, and a framework is developed that identifies the five primary contexts affecting knowledge sharing success.
Abstract: Since 1996, when the Bank made a commitment to become a global knowledge bank, it has taken numerous steps to improve its information systems, strengthen internally and externally focused knowledge-sharing activities, and foster broader global knowledge-sharing initiatives, all in support of enhancing the Bank's and its partners' and clients' access to and sharing of ideas (Wolfensohn, 1996). As background to an assessment of the Bank's knowledge-sharing activities, this paper presents an exploration of the literature on the factors that can affect knowledge sharing. The paper begins with a discussion of why knowledge is important. Following this section, the paper provides a brief overview of knowledge-sharing research from the technology transfer & innovation and strategic management fields, and provides a definition of knowledge-sharing success. Based on these research streams, a framework is developed that identifies the five primary contexts affecting knowledge-sharing success. After exploring each of these contexts in some detail, the research is synthesized in a final section to identify key areas for evaluation of knowledge-sharing efforts.
TL;DR: There is growing interest in the new techniques of intellectual capital accounting (ICA) as a method of measuring and reporting the range of human and knowledge-based factors that create sustained economic value as mentioned in this paper.
Abstract: There is growing interest in the new techniques of intellectual capital accounting (ICA) as a method of measuring and reporting the range of human and knowledge-based factors that create sustained economic value. This paper suggests that viewing ICA as an aspect of expanded forms of management knowledge, and in particular as a ‘management fashion’, provides critical insight into the technique's occupational and organizational roles. The fashion perspective emphasizes the symbolic means of establishing the appeal of ideas to particular audiences, as well as the social mechanisms by which the dissemination of ideas takes place. The paper reviews the emerging debate on ICA, and interprets the professional literature as a narrative that reveals accountancy's keen interest in ICA as a mechanism of exploiting tacit knowledge. The suggestion is that the discipline's concerns with its own occupational situation and corporate relevance may be a reflection of the appeal of a development like ICA as much as any simp...