Knowledge Codification

2021 ◽  
pp. 25-50
Author(s):  
Michael O’Meara ◽  
Felicity Kelliher
Keyword(s):  
Knowledge Codification

scholarly journals Knowledge transfer across projects: Codification in creative, high-tech and engineering industries

2011 ◽  
Vol 43 (3) ◽  
pp. 309-331 ◽  
Author(s):  
Eugenia Cacciatori ◽  
David Tamoschus ◽  
Gernot Grabher
Keyword(s):  
Knowledge Transfer ◽  
Division Of Labour ◽  
Qualitative Studies ◽  
Organizational Memory ◽  
High Tech ◽  
Administrative Control ◽  
Knowledge Codification ◽  
Level Of Use ◽  
Engineering Industries

The use of codification to support knowledge transfer across projects has been explored in several recent, and mostly qualitative, studies. Building on that research, this article puts forward hypotheses about the antecedents of knowledge codification, and tests them on a sample of 540 inter-organizational projects carried out in the creative, high-tech and engineering industries. We find that the presence of strong industry norms governing the division of labour discourages knowledge transfer through codification, as suggested by the existing qualitative studies. The presence of a system integrator plays an important role in driving the use of codification for knowledge transfer, to some extent embodying an organizational memory in volatile project environments. Finally, the level of use of administrative control in the project is a robust predictor of attempts to transfer knowledge via codification. When these antecedents are taken into account, the novelty of products and services plays a smaller role than previously found in determining the use of codification.

scholarly journals University-Industry R&D Alliances – An Exploration of Alliance Capabilities Measures

F1000Research ◽  
2021 ◽  
Vol 10 ◽  
pp. 959
Author(s):  
Nabilah Kamaruzaman ◽  
Arnifa Asmawi ◽  
Kok Wai Chew
Keyword(s):  
Management Support ◽  
Learning Capability ◽  
Alliance Management ◽  
Knowledge Codification ◽  
Management Capability ◽  
Setting Process ◽  
Alliance Experience ◽  
The University ◽  
Relational Capabilities ◽  
University Industry

Background: Alliance capabilities studies have long emerged since the 1990s, focusing mainly on firm-to-firm collaboration. However, research on university-industry alliances only emerged from the 2000s. Alliance capabilities are portrayed as a crucial condition to achieve the targeted collaboration outcomes and sustainable relationships. As most alliance capabilities studies focus on firm-to-firm collaboration, research on university-industry R&D alliance is still scarce. Thus, the measurement items for alliance capabilities in the university-industry R&D context are still under-developed. Thus, to investigate how alliance capabilities affect university-industry R&D performance in Malaysia, the relevant measures must first be defined. This paper intends to properly define the measurement items for alliance capabilities in the context of university-industry R&D alliances. Methodology: The alliance capabilities measures are adapted from various literature to accommodate both university and industry perspectives. In finalizing the measurement, in-depth pre-testing was conducted by five strategic management subject matter experts in ensuring face and content validity. Results: There are three alliance capability dimensions. The first dimension is alliance management capability which includes goal setting, process configuration, alliance structure, coordination, management support, and alliance evaluation. The second dimension is alliance integration capability which incorporates relational capabilities, inter-organizational communication, relational capital, and project team effectiveness. The third is alliance learning capability which measures alliance experience, knowledge articulation, knowledge sharing, knowledge codification, internalization, and relationship learning. Although this study successfully develops a set of measurement items for alliance capabilities in university-industry R&D, further statistical analysis is required to test this scale. Conclusion: To date, quantitative measurement items for alliance capabilities in the context of university-industry R&D alliances are still at the infancy stage. Although the measurements are yet to be statistically analyzed, they can be used as a benchmark for future university-industry R&D alliances studies.

Impact Evaluation of Customer Knowledge Process on Customer Knowledge Expansion

2014 ◽  
pp. 919-931
Author(s):  
Samer Alhawari
Keyword(s):  
Information Technology ◽  
Developing Countries ◽  
Empirical Study ◽  
Knowledge Sharing ◽  
It Industry ◽  
Knowledge Application ◽  
Customer Knowledge ◽  
Knowledge Process ◽  
Knowledge Processes ◽  
Knowledge Codification

The article aim is to investigate how Customer Knowledge Processes used in practice by Jordanian banks to achieve customer knowledge expansion. The empirical study is based on a sample of the data collected from 165 respondents, drawn randomly from six banks. The results show that the seven selected factors (Customer Knowledge Codification, Customer Knowledge Representation, Customer Knowledge Sharing, Customer Knowledge Application, Design of Customer Knowledge, Execution of Knowledge from Customer, and Verify of Knowledge from Customer) have a significant impact on Customer Knowledge Expansion. The findings did reveal the potential relationship between the customer knowledge processes and customer knowledge expansion. It also provides advice for the Information Technology (IT) Industry as to how an analytical knowledge process from customers should be taken into account in developing countries to attain proper customer knowledge expansion because of cultural, social and educational disparities.

Impact Evaluation of Customer Knowledge Process on Customer Knowledge Expansion

2013 ◽  
Vol 4 (1) ◽  
pp. 30-42 ◽  
Author(s):  
Samer Alhawari
Keyword(s):  
Information Technology ◽  
Developing Countries ◽  
Empirical Study ◽  
Impact Evaluation ◽  
It Industry ◽  
Knowledge Application ◽  
Customer Knowledge ◽  
Knowledge Process ◽  
Knowledge Processes ◽  
Knowledge Codification

The paper aim is to investigate how Customer Knowledge Processes used in practice by Jordanian banks to achieve customer knowledge expansion. The empirical study is based on a sample of the data collected from 165 respondents, drawn randomly from six banks. The results show that the seven selected factors (Customer Knowledge Codification, Customer Knowledge Representation, Customer Knowledge Sharing, Customer Knowledge Application, Design of Customer Knowledge, Execution of Knowledge from Customer, and Verify of Knowledge from Customer) have a significant impact on Customer Knowledge Expansion. The findings did reveal the potential relationship between the customer knowledge processes and customer knowledge expansion. It also provides advice for the Information Technology (IT) Industry as to how an analytical knowledge process from customers should be taken into account in developing countries to attain proper customer knowledge expansion because of cultural, social and educational disparities.

Managing the Standardization Knowledge Codification Paradox

2020 ◽  
pp. 168-197
Author(s):  
Hiam Serhan ◽  
Doudja Saïdi-Kabeche
Keyword(s):  
Knowledge Management ◽  
Business Models ◽  
Iso 9001 ◽  
Activity Systems ◽  
Content Structure ◽  
Managerial Skills ◽  
Knowledge Codification ◽  
Internal Knowledge

In a connected society and organizations working with digitized business models, standards will have more important roles than ever in shaping activity systems content, structure, and governance. While the standardization conformity/innovation duality has received great attention in literature, little research has been done on the role of managers in managing the tensions of knowledge codification required during ISO 9001 standard implementation. By utilizing Danone's Networking Attitude experience as a case study, the authors address this gap by exploring how managerial skills and practices were used to overcome the cognitive and emotional tensions related to internal knowledge codification, transfer, and use. The main contribution is to elucidate the role of managers in resolving these paradoxes and creating innovation capabilities. Further, they demonstrate the mutually beneficial relationship between knowledge codification and innovation if knowledge management is approached more as an evolving pragmatic knowing than a technical means that may create rigidity and resistance.

Exploring the role of transformational leadership in human capital effectiveness

2018 ◽  
Vol 14 (2) ◽  
pp. 191-204 ◽  
Author(s):  
Muhammad Shahid Khan ◽  
Ilham Sentosa ◽  
Faryal Salman
Keyword(s):  
Human Capital ◽  
Transformational Leadership ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Structured Interview ◽  
Equation Modeling ◽  
Healthcare Industry ◽  
Content Type ◽  
Knowledge Codification

Purpose Malaysia has set year 2020 as a targeted year to become the most developed nation and to transform the economy into knowledge based. Issue is to become developed nation, but without human capital development (HCD) process, the achievement of this vision would be difficult. Numerous studies articulated the direct impact of human capital on the country economic growth. Human capital is a significant factor to get competitive advantage, which is the need of the day for all countries as well as for organizations to survive in today’s tough competitive environment. Major objective of this research was to find the role of transformational leadership (TL) in human capital effectiveness with the effect of knowledge management (KM) strategies. The paper aims to discuss these issues. Design/methodology/approach A mixed research method is deployed in this study. Data are collected with the help of self-administrated questionnaire and a semi-structured interview. The structural equation modeling technique is used in the data; data are analyzed with the help of AMOS and Nvivo software. Findings The results revealed that transformation has a positive effect on KM strategies. Further, this study also identified that knowledge codification strategy and personalization strategy have a positive impact on human capital effectiveness. Research limitations/implications The results revealed that KM strategies play a vital role in human capital effectiveness. Therefore, the Malaysian healthcare industry should introduce KM strategies in order to enhance employees’ knowledge skills and ability. This study is only conducted in Malaysia; the future researcher can use a different method to test the current research model. Practical implications Knowledge codification and knowledge personalization strategy can contribute to the HCD process. This study can be generalized in the Malaysian healthcare industry. This kind of effort will add value into human capital. Hence, organization can get a competitive advantage with the help of human capital. TL style is the most appropriate style in the current era; this leadership has the ability to transform the system, which is the need of the day. Due to rapid changes in technology, a leader who believes in change can meet the challenges of twenty-first century. Originality/value KM strategies and their use have been a research issue for some time. Companies have also adopted knowledge management strategies tools to support and stimulate knowledge sharing in their organizations and to help employees to find the expertise they are looking for. But no research has been performed on the importance of KM strategies. This paper describes a unique and new framework that the authors devised to help companies to do just that.

scholarly journals The significance of the personality of knowledge: its contribution in creating and utilizing the system of knowledge in organization 

2012 ◽  
Vol 52 (No. 6) ◽  
pp. 289-300
Author(s):  
M. Polišenský
Keyword(s):  
Knowledge Management ◽  
Information Technologies ◽  
Social Process ◽  
Team Leaders ◽  
Power Politics ◽  
New Approach ◽  
Knowledge Codification ◽  
Social Actions ◽  
The Impact

How does an organization utilize knowledge for the reproduction of its culture in innovations, it was a key-point of the question for an approach based on the methodology of social process in the recent past. Then the formation of knowledge was considered a process of power politics with the consequences for knowledge management. In the framework of those projects, attempts were made in organizations to extract the knowledge from experts and specialized professionals that it might be codified and saved in extensive databases; only then the remainder of employees ought to have possibility to consult them and add the results of their own ideas to these databases. Poor success of such attempts only illustrates the methodological failure of utilizing information technologies for knowledge formation, its storage and transfer. Moreover, when a new fact was soon discovered even in the framework of the new approach, that there was an abyss-like difference between information (that information technologies operate with) and the knowledge, then the significance of personality increased again. The research that was done with the “champions of organizational learning” in the framework of knowledge management emphasized their import in catching the best experience, knowledge codification and its distribution in the organizations. Among other qualities, the knowledge is strongly personalized: it means it is connected with personal experience, attitudes, and evaluations. On the other hand, an advantage of new methodology was that the possible social actions, connected with the knowledge management, search for a strategy, and implementation were studied. These very changes in methodology have been a valuable contribution even for the research into the role of personality within this social process, however. They induce circumstances and means for studying the infrastructure of relationships that make possible the impact of individual authority in organization in general. In this paper, we also pay attention to this social process in teams as compared to collectives and how team-leaders emerge within them.

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