Organizational Socialization: An Important Factor for Knowledge Creation in Knowledge Based Industrial Organizations and Enterprises

2020 ◽  
pp. 445-451
Author(s):  
Khurram Khalil ◽  
Umer Asgher ◽  
Mahmoona Khalil ◽  
Kausar Khawaja ◽  
Yasar Ayaz ◽  
...  
Keyword(s):  
Knowledge Creation ◽  
Organizational Socialization ◽  
Knowledge Based ◽  
Industrial Organizations

The Knowledge Creation Organization: The Case of Alphana

2012 ◽  
pp. 78-90
Author(s):  
Thang Nguyen Ngoc
Keyword(s):  
Competitive Advantage ◽  
Knowledge Creation ◽  
Future Research ◽  
Sustainable Competitive Advantage ◽  
Knowledge Based ◽  
The Future

Knowledge and the capability to create and utilize knowledge today are consid- ered to be the most important sources of a firm’s sustainable competitive advantage. This paper aims to advance understanding of the knowledge creation of firm in Vietnam by studying Alphanam Company. The case illustrates how knowledge- based management pursues a vision for the future based on ideals that consider the relationships of people in society. The finding shows that the case succeeded because of their flexibility and mobility to keep meeting to the changing needs of the customers or stakeholders. The paper also provided some suggestions for future research to examine knowledge-based management of the companies in a different industry segments and companies originating in other countries

How Knowledge Creation Capabilities Lead to Competitive Advantage

2014 ◽  
pp. 36-52 ◽  
Author(s):  
Tingting (Rachel) Chung ◽  
Ting-Peng Liang ◽  
Chih-Hung Peng ◽  
Deng-Neng Chen
Keyword(s):  
Organizational Learning ◽  
Competitive Advantage ◽  
Knowledge Creation ◽  
Learning Effectiveness ◽  
Managerial Practices ◽  
Organizational Creativity ◽  
Theoretical Examination ◽  
Knowledge Based ◽  
Critical Knowledge ◽  
The Relationship

This chapter examines the roles of organizational creativity and organizational learning effectiveness in explaining the processes through which knowledge creation capabilities help firms to obtain and sustain competitive advantage. The proposed model specifies that organizational learning effectiveness plays a pivotal role in the relationship between knowledge creation and creativity. New knowledge develops better routines that make operations more efficient and effective. As organizations learn from newly generated knowledge, not only do they improve existing processes, but dynamic capabilities also develop to integrate knowledge into creative ideas, novel solutions, and new products and services. This theoretical examination leads to the proposition that organizational learning effectiveness mediates the relationship between knowledge creation capabilities and organizational creativity. This chapter also examines whether the effect of knowledge creation processes on organizational creativity exists in all organizations or is contingent on the nature of the organization’s knowledge. Based on the common understanding that tacit and explicit knowledge differ substantially in their codifiability and transferability, the authors specify the moderating role of knowledge characteristics in the process of using knowledge management to foster organizational creativity. The theoretical examination leads to the proposition that the degree of tacitness of the organization’s critical knowledge moderates the effect of knowledge creation capabilities on organizational creativity mediated by organizational learning effectiveness. Finally, the authors argue that the degree of institutionalization of the organization’s critical knowledge moderates the effect of knowledge creation capabilities on organizational creativity, which is in turn mediated by organizational learning effectiveness. Implications for research and managerial practices are discussed.

Interesting Knowledge Patterns in Databases

2011 ◽  
pp. 297-304
Author(s):  
Rajesh Natarajan ◽  
B. Shekar
Keyword(s):  
Knowledge Creation ◽  
Explicit Knowledge ◽  
Business Environment ◽  
Knowledge Discovery In Databases ◽  
Individual Level ◽  
Knowledge Based ◽  
Transactional Databases ◽  
Rich Information ◽  
The Individual ◽  
Combination Mode

Knowledge management (KM) transforms a firm’s knowledge-based resources into a source of competitive advantage. Knowledge creation, a KM process, deals with the conversion of tacit knowledge to explicit knowledge and moving knowledge from the individual level to the group, organizational, and interorganizational levels (Alavi & Leidner, 2001). Four modes¾namely, socialization, externalization, combination, and internalization¾create knowledge through the interaction and interplay between tacit and explicit knowledge. The “combination” mode consists of combining or reconfiguring disparate bodies of existing explicit knowledge (like documents) that lead to the production of new explicit knowledge (Choo, 1998). Transactional databases are a source of rich information about a firm’s processes and its business environment. Knowledge Discovery in Databases (KDD), or data mining, aims at uncovering trends and patterns that would otherwise remain buried in a firm’s operational databases. KDD is “the non-trivial process of identifying valid, novel, potentially useful, and ultimately understandable patterns in data.” (Fayyad, Piatetsky-Shapiro, & Smyth, 1996). KDD is a typical example of IT-enabled combination mode of knowledge creation (Alavi & Leidner, 2001).

A Finnish Concept for Academic Entrepreneurship

2008 ◽  
Vol 22 (1) ◽  
pp. 19-28 ◽  
Author(s):  
Kari Laine
Keyword(s):  
Applied Sciences ◽  
Higher Education ◽  
Knowledge Creation ◽  
Basic Research ◽  
Entrepreneurial Activity ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
University Of Applied Sciences ◽  
Potential Applications

In a knowledge-driven economy there is a growing need for deeper and more productive interaction between higher education and industry. The full exploitation of knowledge requires strategies, incentives, appropriate systems and strong interaction between the transfer processes and the main processes in higher education. In a knowledge-based economy, knowledge is more likely to be created if there is collaboration on the potential applications. In such a knowledge creation process, the creation, dissemination and utilization of knowledge are carried out in quick succession or even simultaneously. Also, basic research and applied research can no longer be separated. Knowledge creation is, in many cases, achieved through long-term partnerships based on trust, commitment and mutual benefit. This paper explores ways of supporting and creating entrepreneurial activity in higher education. It studies the case of Satakunta University of Applied Sciences in Finland.

scholarly journals Wisdom of Indigenous and Tacit Knowledge for Disaster Risk Reduction

2020 ◽  
Vol 52 (3) ◽  
pp. 418
Author(s):  
Furqan Ishak Aksa
Keyword(s):  
Risk Reduction ◽  
Tacit Knowledge ◽  
Local Knowledge ◽  
Knowledge Creation ◽  
Disaster Risk Reduction ◽  
Explicit Knowledge ◽  
Disaster Risk ◽  
Social Culture ◽  
Types Of Knowledge ◽  
Knowledge Based

This article aims to identify the types of knowledge needed in reducing the risk of disasters and challenges in applying knowledge. Based on the literature review, this article analyzes various kinds of knowledge, the process of knowledge creation, and the challenges of knowledge transmission. Basically, knowledge consists of explicit and tacit knowledge. In the context of disasters, most of the knowledge is tacit in individual local people (indigenous knowledge). Tacit knowledge can motivate someone to make decisions (act) when a disaster occurs. To be understood and disseminated to the wider community, tacit knowledge needs to be converted into explicit knowledge and scientifically validated. This article proposes the importance of integrating tacit knowledge in the form of local knowledge to become explicit knowledge so it can be widely used. Knowledge built in a bottom-up manner, which comes from local knowledge, is believed to be effective in disaster risk reduction. However, in some countries, the process of applying the knowledge is constrained by a fatalism that is influenced by social culture and religious beliefs.

scholarly journals Corporate Culture in Service Companies that Support Knowledge Sharing

2018 ◽  
Vol 9 (16) ◽  
pp. 7-13
Author(s):  
Andrea Bencsik ◽  
Silvia Tóbiás Kosár ◽  
Renáta Machová
Keyword(s):  
Knowledge Sharing ◽  
Corporate Culture ◽  
Knowledge Creation ◽  
Added Value ◽  
Manufacturing Companies ◽  
Service Companies ◽  
Knowledge Based ◽  
Knowledge Strategy ◽  
Research Findings ◽  
Internal And External Factors

The corporate significance of knowledge has already been proven on the basis of several research findings. Manufacturing companies play an important role in development of knowledge-based society. The added value provided by service companies is essential in knowledge creation. The success of knowledge sharing is influenced by many internal and external factors. The quality of services also depends on knowledge strategy of the company. We have focused primarily on the analysis of knowledge creation of businesses providing services in different cultures (sometimes with similar cultural features). We have analysed the corporate culture of knowledge-based organizations, as well as the corporate practice of knowledge supporting organizations in the Slovak-Hungarian border.

scholarly journals Customer-Centric Knowledge Creation For Customer Relationship Management

2014 ◽  
Vol 30 (2) ◽  
pp. 397 ◽  
Author(s):  
Phocharapol Srisamran ◽  
Vichita Vathanophas Ractham
Keyword(s):  
Knowledge Management ◽  
Customer Relationship Management ◽  
Knowledge Creation ◽  
Relationship Management ◽  
Customer Relationship ◽  
Timely Manner ◽  
Business World ◽  
Customer Knowledge ◽  
Knowledge Based

As the pace of todays world increases with advances in technology and globalization, the heat of rivalry and competition in the business world is also rising. It is a wake-up call for many firms that they can no longer just convince customers to buy whatever they sell. They have to understand their customers. Customer Relationship Management (CRM) can assist firms to know your customer and construct good relationships with customers. In order to know your customer and construct a good relationship, customer knowledge must be acquired and managed. However, this is no easy task since customer knowledge can be subjective and difficult to extract or manage. An approach is needed to acquire and manage customer knowledge. Knowledge management, including knowledge creation, can assist in terms of acquiring and managing customer knowledge. Knowledge management not only improves understanding of the customer, but also improves business process performance by enabling response to customer needs in a timely manner with better quality of service. Customer-Centric Knowledge Creation is the process for the creation of knowledge based on customer knowledge within the CRM contexts which are enterprise-wide, customer-centric, technology-driven, and cross-functional. The aims of this process are to assist organizations to gain more understanding of the customer, embedding customer knowledge into organization knowledge, and creating a customer-focused mindset in organizational members. In other words, it is to sustainably create knowledge focusing on customer knowledge in an organization.

scholarly journals Forskning for politikk: Om uavhengighet i direktoratsektoren

2019 ◽  
pp. 153-176
Author(s):  
Gisle Andersen
Keyword(s):  
Knowledge Creation ◽  
Policy Development ◽  
Policy Research ◽  
Document Analysis ◽  
Science And Policy ◽  
The Public ◽  
Knowledge Based ◽  
Management Processes ◽  
Political Decision Making

This chapter analyzes the establishment of ecosystem-based petroleum management in Norway since 2001. Based on interviews with researchers involved in the processes and document analysis, it is argued that research has a much less autonomous role for policy development than the public debate presupposes. Rather than being a scientific corrective to policy, research is deeply intertwined with political decision-making and management processes. This is often the case when research is to inform policymakers. What is particular in this case, is the organization of research. The core research institutions are themselves hybrids, as the boundary between science and policy is drawn within these institutions. This way of organizing research is resource-effective, flexible and secure policy-relevant knowledge creation. However, it also reduces researchers’ autonomy, it puts limits on when and how they choose to participate in public debates, and it can create a false impression of knowledge consensus. The prevailing organization of research makes it easier to define policy decisions as “knowledge-based”, but at the same time potentially limits the quality of knowledge available to the public. Rather than asking for “purer” knowledge production, we need to discuss the consequences of different ways of organizing policy-relevant knowledge creation.

Knowledge-based dynamic capabilities: a joint R&D project in the French semiconductor industry

2019 ◽  
Vol 23 (3) ◽  
pp. 439-465 ◽  
Author(s):  
Kadígia Faccin ◽  
Alsones Balestrin ◽  
Bibiana Volkmer Martins ◽  
Claudia Cristina Bitencourt
Keyword(s):  
Knowledge Creation ◽  
Dynamic Capabilities ◽  
Semiconductor Industry ◽  
Secondary Data ◽  
Structured Interviews ◽  
Content Type ◽  
Knowledge Based ◽  
Knowing That ◽  
Methodological Advance ◽  
Successful Innovation

Purpose The purpose of this study is to identify dynamic capabilities in joint R&D projects, that enable them to successfully achieve knowledge creation and discover how they behave throughout the life cycle of a collaborative project, although this understanding could enhance the interorganizational knowledge creation process. Design/methodology/approach The authors conducted 65 semi-structured interviews and utilized secondary data from a joint R&D project. The authors analyzed all data using the Gioia method. Findings The authors confirm that specific dynamic capabilities are needed to create interorganizational knowledge and discovered 11 knowledge-based dynamic capabilities (KBDCs) for successful innovation results in joint R&D projects. Gioia method allowed to discover that different KBDCs are necessary for the different phases of the project lifecycle. Additionally, the authors identify two microprocesses in which KBDCs are engaged in joint R&D projects, knowing that is a part of the sensing and seizing processes and synthetizing that is a part of the seizing process, and establish several KBDC microfoundations. Research limitations/implications We used retrospective interviews. This kind of interviews are impacted by the experiences of the respondents lived after they have participated in the joint R&D project. Practical implications Dynamic capabilities for collaborative knowledge creation and their specific microfoundations can help managers delineate their strategic practices and actions to achieve more sustainable, long-lasting results from joint R&D projects. Originality/value The authors improve Teece’s model and propose two microprocesses in which dynamic capabilities are engaged, that emerged in the context of a joint R&D project, knowing that is a part of the sensing and seizing processes and synthetizing that is a part of the seizing process, which supplement those already known: sensing, seizing and transforming. The authors tested the Gioia method, which is important for detecting dynamic capabilities; therefore, the authors propose a methodological advance that can contribute to future studies. The authors provide an interorganizational perspective on KBDC and a methodological view of the changes in KBDCs required for joint R&D projects.

Interesting Knowledge Patterns in Databases

2009 ◽  
pp. 1652-1662
Author(s):  
Rajesh Natarajan ◽  
B. Shekar
Keyword(s):  
Knowledge Creation ◽  
Explicit Knowledge ◽  
Business Environment ◽  
Knowledge Discovery In Databases ◽  
Individual Level ◽  
Knowledge Based ◽  
Transactional Databases ◽  
Rich Information ◽  
The Individual ◽  
Combination Mode

Knowledge management (KM) transforms a firm’s knowledge-based resources into a source of competitive advantage. Knowledge creation, a KM process, deals with the conversion of tacit knowledge to explicit knowledge and moving knowledge from the individual level to the group, organizational, and interorganizational levels (Alavi & Leidner, 2001). Four modes¾namely, socialization, externalization, combination, and internalization¾create knowledge through the interaction and interplay between tacit and explicit knowledge. The “combination” mode consists of combining or reconfiguring disparate bodies of existing explicit knowledge (like documents) that lead to the production of new explicit knowledge (Choo, 1998). Transactional databases are a source of rich information about a firm’s processes and its business environment. Knowledge Discovery in Databases (KDD), or data mining, aims at uncovering trends and patterns that would otherwise remain buried in a firm’s operational databases. KDD is “the non-trivial process of identifying valid, novel, potentially useful, and ultimately understandable patterns in data.” (Fayyad, Piatetsky-Shapiro, & Smyth, 1996). KDD is a typical example of IT-enabled combination mode of knowledge creation (Alavi & Leidner, 2001).

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