Role of transformational leadership in effective organizational knowledge creation practices: Mediating effects of employees' work engagement

2012 ◽  
Vol 23 (1) ◽  
pp. 65-101 ◽  
Author(s):  
Ji Hoon Song ◽  
Judith A. Kolb ◽  
Ung Hee Lee ◽  
Hye Kyoung Kim
Keyword(s):  
Transformational Leadership ◽  
Work Engagement ◽  
Knowledge Creation ◽  
Organizational Knowledge ◽  
Mediating Effects ◽  
Organizational Knowledge Creation

Organizational Knowledge Creation in the Chinese Context

2009 ◽  
Vol 5 (2) ◽  
pp. 261-278 ◽  
Author(s):  
Ian J. Walsh ◽  
Mamta Bhatt ◽  
Jean M. Bartunek
Keyword(s):  
Institutional Change ◽  
Knowledge Creation ◽  
Organizational Knowledge ◽  
Organizational Forms ◽  
Institutional Perspective ◽  
Chinese Context ◽  
Organizational Knowledge Creation

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.

The Impact of Culture on the Application of the SECI Model

2010 ◽  
pp. 26-47 ◽  
Author(s):  
Markus Haag ◽  
Yanqing Duan ◽  
Brian Mathews
Keyword(s):  
Organizational Culture ◽  
National Culture ◽  
Knowledge Creation ◽  
Explicit Knowledge ◽  
Organizational Knowledge ◽  
Seci Model ◽  
Organizational Knowledge Creation ◽  
Contextual Environment ◽  
The Impact

The concept of culture and its relationship with Nonaka’s SECI model, a widely used model of organizational knowledge creation, is discussed in this chapter. Culture, in various forms, is argued to impact on the SECI model and the model itself is embedded in a certain context. This context determines the characteristics of the knowledge creation modes as described by SECI and therefore makes the model either more, or less, pertinent in a given context. This is regardless of whether that context is primarily determined by national culture, organizational culture or other factors. Differences in emphases in a given contextual environment on either tacit or explicit knowledge also impacts on knowledge creation as defined by SECI. Finally, it is emphasized that being conscious of the cultural situatedness of the SECI model can lead to a more adequate use of the model for organizational knowledge creation.

Sign in / Sign up

Export Citation Format

Share Document