IF I KNOW IT, WILL I SHARE IT?: THE POTENTIAL EFFECTS OF GROUP COMPOSITION ON THE CREATION AND STABILITY OF ORGANIZATIONAL KNOWLEDGE

2005 ◽  
pp. 63-86 ◽  
Author(s):  
Melvin L. Smith
Keyword(s):  
Group Composition ◽  
Organizational Knowledge ◽  
The Creation

Knowledge Management Challenges in the Non-Profit Sector

2011 ◽  
pp. 2348-2354 ◽  
Author(s):  
Paula M. Bach ◽  
Roderick L. Lee ◽  
John M. Carroll
Keyword(s):  
Knowledge Management ◽  
Knowledge Creation ◽  
Information Technologies ◽  
Theory Of The Firm ◽  
Organizational Knowledge ◽  
Management Program ◽  
Non Profit ◽  
Knowledge Based ◽  
Organizational Knowledge Creation ◽  
The Creation

The concept of knowledge management is rooted in cognitive psychology and organizational theory. Knowledge management is concerned with the creation, storage, and distribution of knowledge by groups, organizations, and communities. Two theoretical frameworks are instrumental in shaping the knowledge management discourse: organizational knowledge creation (Nonaka, 1994) and organizational knowledge (Spender, 1996). Widely cited in the literature is Ikujiro Nonaka’s (1994) explication of the epistemological and ontological dimensions of organizational knowledge creation. Michael Polanyi (1966), makes a distinction between tacit and explicit (codi- fied) knowledge in the epistemological dimension, whereas social interaction is the foundation of the ontological dimension. Over the years, the term knowledge management has been conflated with organizational learning and memory. Realizing that knowledge, memory, and learning are all interrelated, John-Christopher Spender (1996) proposed a knowledge-based theory of the firm. The knowledge-based theory of the firm is primarily concerned with the collective capabilities of generating, combining, and applying knowledge. Given the advances in computing and telecommunications technologies, scholars have considered how information technologies can be used strategically to facilitate knowledge management (Alavi & Leidner, 2001). For example, wikis, blogs, content management systems, and the like provide dynamic infrastructures that support the creation, transfer, and application of knowledge. More importantly, these tools enhance organizational memory that can subsequently be shared across time and space. However, a knowledge friendly culture (Davenport & Prusak, 1998) precedes an effective knowledge management program. The purpose of this article is to explore the challenges that arise in nonprofit settings, particularly the ways in which knowledge is stored and transmitted through an organization’s culture. We propose two key challenges that influence organizational culture: acceptance of change and leaders’ ability to develop a knowledge friendly culture. We conclude with a discussion on the role that these factors played in constraining a knowledge friendly culture in two case studies.

Relationships and Strategic Implications Among Organizational Culture

2022 ◽  
pp. 172-203
Author(s):  
José G. Vargas-Hernández
Keyword(s):  
Organizational Culture ◽  
Appreciative Inquiry ◽  
Positive Relationship ◽  
Theoretical Framework ◽  
Organizational Knowledge ◽  
Organizational Practices ◽  
Collaborative Dialogue ◽  
The Creation ◽  
Innovation Practices ◽  
Knowledge Learning

This study aims to analyze the strategic implications that the organizational culture has on organizational knowledge, learning, and innovation. It begins from the assumption that there is a direct and positive relationship between the organizational culture and knowledge, learning, and innovation in organizations. It also is assumed that organizational culture, knowledge, learning, and innovation are receptive to sustainable organizational practices. The method used is the appreciative inquiry as a collaborative dialogue based on the question of what is the best of and what might be that aims to design and implement innovations in sustainable organizational arrangements and processes. The theoretical framework is based on organizational cultural cognitivism theory and the theory of socio-ecological intergradation. It is concluded that sustainable organization practices require the creation and development of an organizational culture supportive of knowledge, learning, and innovation practices.

Strategic Implications of Organizational Culture, Knowledge, Learning Organizations, and Innovation on Sustainable Organizations

2022 ◽  
pp. 297-320
Author(s):  
José G. Vargas-Hernández ◽  
Jorge Armando López-Lemus
Keyword(s):  
Organizational Culture ◽  
Appreciative Inquiry ◽  
Positive Relationship ◽  
Theoretical Framework ◽  
Organizational Knowledge ◽  
Collaborative Dialogue ◽  
The Creation ◽  
Sustainable Organizations ◽  
Innovation Practices ◽  
Knowledge Learning

This study aims to analyze the strategic implications that the organizational culture has on organizational knowledge, learning, and innovation. It begins from the assumption that there is a direct and positive relationship between the organizational culture and knowledge, learning, and innovation in organizations. It also is assumed that organizational culture, knowledge, learning, and innovation play a receptive to sustainable organizational practices. The method used is the appreciative inquiry as a collaborative dialogue based on the question of what is the best of and what might be that aims to design and implement innovations in sustainable organizational arrangements and processes. The theoretical framework is based on organizational cultural cognitivism theory and the theory of socio-ecological intergradation. It is concluded that sustainable organizations practices require the creation and development of an organizational culture supportive of knowledge, learning, and innovation practices.

The Institutionalization of Knowledge in an Automotive Factory: Templates, Inscriptions, and the Problem of Durability

2007 ◽  
Vol 28 (5) ◽  
pp. 635-660 ◽  
Author(s):  
Giovan Francesco Lanzara ◽  
Gerardo Patriotta
Keyword(s):  
Qualitative Study ◽  
Organizational Knowledge ◽  
Work Setting ◽  
Knowledge Dynamics ◽  
The Creation ◽  
Analysis Of Knowledge ◽  
Institutional Order

This paper focuses on the process of institutionalization of technical and organizational knowledge in the work setting. Drawing on a rich qualitative study, we apply an inscription—delegation model to the analysis of knowledge dynamics in a greenfield automotive plant. In particular, we depict knowledge institutionalization as a recursive process that involves the progressive writing, enactment and reproduction of a generative template or code within a stable medium. We first reconstruct the chain of transformations by which agency and knowledge are embedded into a variety of technical and organizational artifacts, leading to the creation of a cognitive and institutional order. We then focus on the frictions and tensions that can emerge in the transformations, and we discuss problems of vulnerability and durability that may arise in the maintenance and reproduction of such order.

scholarly journals Creation of Organizational Knowledge on the Basis Von Krogh, Nonaka and Ichijo Capacitors: A Case Study in the Grange Df Pork Company

2016 ◽  
Vol 4 (2) ◽  
pp. 155-172
Author(s):  
Elisângela Freitas da Silva ◽  
Frederico Cesar Mafra Pereira ◽  
Eloísa Helena Guimarães Rodrigues
Keyword(s):  
Knowledge Translation ◽  
Local Knowledge ◽  
Participant Observation ◽  
Organizational Knowledge ◽  
Organizational Level ◽  
Convenience Sample ◽  
Knowledge Conversion ◽  
The Creation ◽  
Descriptive Qualitative

This research aimed to identify and analyze, from the perspective of Von krogh et al. (2001), what enablers are present at the creation of organizational knowledge of the swine Granja DF Pork Company, from the perspectives of its managers and employees. The research is characterized as descriptive, qualitative, and the case study as the chosen method. There were nine representative interviewed subjects of strategic, managerial and operational company, selected by convenience sample, via semi-structured, and the use of participant observation technique. The results indicate the existence of four of the five enablers proposed by Von Krogh et al. (2001) in the context of DF Pork: ‘to instill the vision of knowledge', 'managing conversations', 'creating the appropriate context' and 'globalize local knowledge', and detected the absence of enabling 'mobilize knowledge activists' . However, the existence of these enablers happens at the level of individuals the company researched through isolated knowledge conversion practices, not as conditions for the creation of knowledge at the organizational level. Such considerations may serve as a basis for structuring and implementation of knowledge translation practices at the organizational level in DF Pork.

Strategic Implications of Organizational Culture, Knowledge, Learning Organizations, and Innovation on Sustainable Organizations

2021 ◽  
pp. 109-139
Author(s):  
José G. Vargas-Hernández ◽  
Jorge Armando López-Lemus
Keyword(s):  
Organizational Culture ◽  
Appreciative Inquiry ◽  
Positive Relationship ◽  
Theoretical Framework ◽  
Organizational Knowledge ◽  
Collaborative Dialogue ◽  
The Creation ◽  
Sustainable Organizations ◽  
Innovation Practices ◽  
Knowledge Learning

This study aims to analyze the strategic implications that the organizational culture has on organizational knowledge, learning, and innovation. It begins from the assumption that there is a direct and positive relationship between the organizational culture and knowledge, learning, and innovation in organizations. It also is assumed that organizational culture, knowledge, learning, and innovation are receptive to sustainable organizational practices. The method used is the appreciative inquiry as a collaborative dialogue based on the question of what is the best of and what might be that aims to design and implement innovations in sustainable organizational arrangements and processes. The theoretical framework is based on organizational cultural cognitivism theory and the theory of socio-ecological intergradation. It is concluded that sustainable organizations practices require the creation and development of an organizational culture supportive of knowledge, learning, and innovation practices.

Strategic Implications of Organizational Culture, Knowledge, Learning Organizations, and Innovation on Sustainable Organizations

2021 ◽  
pp. 96-118
Author(s):  
José G. Vargas-Hernández
Keyword(s):  
Organizational Culture ◽  
Appreciative Inquiry ◽  
Positive Relationship ◽  
Theoretical Framework ◽  
Organizational Knowledge ◽  
Collaborative Dialogue ◽  
The Creation ◽  
Sustainable Organizations ◽  
Innovation Practices ◽  
Knowledge Learning

This study aims to analyze the strategic implications that the organizational culture has on organizational knowledge, learning, and innovation. It begins from the assumption that there is a direct and positive relationship between the organizational culture and knowledge, learning, and innovation in organizations. It also is assumed that organizational culture, knowledge, learning, and innovation play a receptive to sustainable organizational practices. The method used is the appreciative inquiry as a collaborative dialogue based on the question of what is the best of and what might be that aims to design and implement innovations in sustainable organizational arrangements and processes. The theoretical framework is based on organizational cultural cognitivism theory and the theory of socio-ecological intergradation. It is concluded that sustainable organizations practices require the creation and development of an organizational culture supportive of knowledge, learning, and innovation practices.

Supply Chain Management and Portal Technology

2011 ◽  
pp. 1134-1141
Author(s):  
Scott Paquette
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Organizational Knowledge ◽  
Knowledge Sources ◽  
Chain Management ◽  
External Knowledge ◽  
Short Lifetime ◽  
Recent Advancement ◽  
The Creation

The role of corporate portals as tools for managing organizational knowledge has been constantly changing throughout their short lifetime. An important recent advancement in the functionality of portals is their ability to connect companies together, joining internal and external knowledge sources to assist in the creation of valuable knowledge. Nowhere is this increased functionality and utility more evident than in the use of portals to manage the supply chain.

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