OP25 Organisational Learning Principles Applied To Information Retrieval

2019 ◽  
Vol 35 (S1) ◽  
pp. 5-5
Author(s):  
Thomas Macmillan
Keyword(s):  
Information Retrieval ◽  
Knowledge Sharing ◽  
Best Practice ◽  
Explicit Knowledge ◽  
Organisational Learning ◽  
Seci Model ◽  
Individual Knowledge ◽  
Face To Face Learning ◽  
Learning Principles ◽  
Tacit And Explicit Knowledge

IntroductionA key discussion point during HTAi's 2018 Meeting was how Health Technology Assessment (HTA) practitioners might borrow ideas from other industries or academic areas. Organisational learning (OL) is the study of how individual knowledge is shared within an organisation to become institutional/group knowledge. There are several models of OL, all focusing on how tacit knowledge (abstract, personalised, hard to define, action-based) is converted to explicit knowledge (definable, concrete, fixed, information-based). Effective knowledge sharing is crucial to leveraging individual knowledge to drive innovation, efficiency and effectiveness. Information retrieval is a knowledge-intensive field, with many processes requiring both tacit and explicit knowledge. Ideas from OL demonstrate ways to improve practice by increasing knowledge sharing.MethodsNonaka & Takeuchi's (1994) SECI model describes the cyclical process by which knowledge is shared. The model includes 4 stages: socialisation (tacit-to-tacit), externalisation (tacit-to-explicit), combination (explicit-to-explicit) and internalisation (explicit-to-tacit). Each stage describes how knowledge sharing takes place and highlights ways to ameliorate these processes. Information retrieval involves many elements that require or benefit from knowledge sharing and both tacit and explicit knowledge is required.ResultsIn the SECI model the Socialisation stage is characterised by face-to-face learning. Peer reviewing of search strategies, open dialogue and team working are ways of facilitating this stage. The Externalisation stage is crucial to OL. This can be seen as the practice-into-research stage; the results of successful experimentation, for example with search filters. The Combination stage is the easiest to understand. Communities of practice and inter-organisational networks can widen knowledge sharing and help refine or increase detail of best practice. The Internalisation stage is the hardest to conceptualise or measure. The extent to which guidelines become adopted in individual practice is one way to gauge Internalisation.ConclusionsInformation retrieval practitioners could benefit from thinking about ways to improve knowledge sharing. Models of OL can be instructive in this regard.

Linking transformational leadership and frugal innovation: the mediating role of tacit and explicit knowledge sharing

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hui Lei ◽  
Linnan Gui ◽  
Phong Ba Le
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Explicit Knowledge ◽  
Emerging Countries ◽  
Frugal Innovation ◽  
Content Type ◽  
Knowledge Resources ◽  
The Relationship ◽  
Tacit And Explicit Knowledge

Purpose Given the important role of frugal innovation for firms in the developing and emerging countries, the purpose of this paper is to investigate the effect of transformational leadership (TL) on frugal innovation through the mediating roles of tacit and explicit knowledge sharing. Design/methodology/approach The paper used a quantitative research method and structural equation modeling to test the relationship among the latent factors based on a sample of 339 participants from 120 Vietnamese firms. Findings Findings reveal the significant impacts of TL on aspects of frugal innovation, namely, frugal functionality, frugal cost and frugal ecosystem. Moreover, the paper highlights the mediating roles of tacit and explicit knowledge sharing (KS) in the relationship between TL and frugal innovation in terms of frugal functionality and frugal cost. Research limitations/implications To bring a deeper understanding of the benefits and important role of knowledge resources, future research should investigate the potential mediating mechanisms of knowledge management processes in the relationship between specific leadership styles and frugal innovation. Practical implications The paper provides a valuable understanding and novel approach for managers and directors of firms in developing and emerging countries to improve their firms’ frugal innovation capability through leadership practice and knowledge resources. Originality/value This study contributes to bridging research gaps in the literature and advances the insights of how TL directly and indirectly fosters frugal innovation via mediating roles of tacit and explicit KS.

A Knowledge Management Process in Communities of Practice of Engineering Based on the SECI Model for Knowledge

2012 ◽  
pp. 134-149
Author(s):  
Akila Sarirete ◽  
Azeddine Chikh
Keyword(s):  
Knowledge Management ◽  
Social Learning ◽  
Communities Of Practice ◽  
Knowledge Sharing ◽  
Explicit Knowledge ◽  
Management Process ◽  
High Importance ◽  
Web Technologies ◽  
Seci Model

With the vast movement toward promoting and developing models, practices, and technological environments in the engineering domain, a need exists to facilitate communication, collaboration, and coordination among its actors. Communities of Practice (CoPs) represent the natural and logical solution to answer these needs. In this paper, the authors propose a knowledge management process to exploit tacit and explicit knowledge in the engineering domain within the framework of a CoP of engineering. The approach used in this work introduces new elements in the Nonaka’s SECI model for knowledge creation. To validate the proposed process, a qualitative case study has been conducted on two CoPs, “CPsquare” and “The Cisco Learning Network”. It has been shown that CoPs and social learning impact learning as well as knowledge sharing. The use of web technologies and socio-technical approach in the management of knowledge is of high importance.

Distributed leadership and exploratory and exploitative innovations: mediating roles of tacit and explicit knowledge sharing and organizational trust

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sarra Berraies ◽  
Khadija Aya Hamza ◽  
Rached Chtioui
Keyword(s):  
Knowledge Sharing ◽  
Distributed Leadership ◽  
Explicit Knowledge ◽  
Positive Impact ◽  
Organizational Trust ◽  
Mediating Effect ◽  
Content Type ◽  
Knowledge Intensive ◽  
The Impact ◽  
Tacit And Explicit Knowledge

Purpose The aim of this paper is to highlight the impact of distributed leadership (DL) on exploitative and exploratory innovations through the mediating effects of organizational trust (OT) and tacit and explicit knowledge sharing (KS). Design/methodology/approach Focusing on a quantitative approach, an empirical study was performed within a sample of information and communication technology Tunisian firms. The data collected was analyzed through the Partial Least Squares (PLS) method. Findings Findings revealed that DL is a driver of tacit and explicit KS, and exploitative and exploratory innovations. It also highlighted that tacit KS is associated with these two types of innovation. In this line, results showed that tacit KS plays a mediating effect between DL and exploitative and exploratory innovations. Moreover, our research highlighted that DL has a positive impact on OT that in turn boosts tacit and explicit KS. Originality/value This paper investigates the links between DL and exploitative and exploratory innovations within knowledge intensive firms (KIFs) that have never been studied in the literature within the context of business firms. This paper pioneers the examination of the mediating roles of explicit and tacit KS and OT in these links as well. This paper highlights the importance of DL for KIFs and sheds the light on how this collectivist approach of leadership creates an atmosphere of trust and fosters tacit and explicit KS to boost exploitative and exploratory innovations.

Developing a collaborative culture for radical and incremental innovation: the mediating roles of tacit and explicit knowledge sharing

2020 ◽  
Vol 14 (4) ◽  
pp. 957-975 ◽  
Author(s):  
Phong Ba Le ◽  
Hui Lei ◽  
Thanh Trung Le ◽  
Jiexi Gong ◽  
Anh ThiLan Ha
Keyword(s):  
Knowledge Sharing ◽  
Explicit Knowledge ◽  
Incremental Innovation ◽  
Future Research ◽  
Collaborative Culture ◽  
Chinese Firms ◽  
Content Type ◽  
The Impact ◽  
Tacit And Explicit Knowledge

Purpose This paper aims to examine the influence of collaborative culture on employee’s knowledge sharing and how it associated with radical and incremental innovation in Chinese firms. Design/methodology/approach This study used the quantitative approach and structure equation model to test hypotheses with data collected by questionnaire from 371 participants in 68 Chinese firms. Findings The research findings indicated that collaborative culture positively fosters the KS behaviors of employees for radical and incremental innovation. The findings confirm the mediating role of tacit and explicit knowledge sharing and reveal that collaborative culture has a significant impact on incremental innovation, whereas knowledge sharing behaviors have greater impacts on radical and incremental innovation. Research limitations/implications Future research should investigate the impact of collaborative culture on innovation under moderating effects of ownership form or mediating roles of behavioral variables to have better understanding on the relationship among them. Practical implications This study offers leaders a deeper understanding of the necessary factors and new pathways to stimulate employees’ tacit and explicit knowledge sharing for innovation. Originality/value The paper has significant contributed to theoretical and practical initiatives on the theory of innovation which highlighted the crucial role of collaborative culture in facilitating a positive climate for knowledge sharing and innovation.

scholarly journals Knowledge and strategic management

2012 ◽  
Vol 52 (No. 3) ◽  
pp. 101-106 ◽  
Author(s):  
J. Hron
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Explicit Knowledge ◽  
Organisational Learning ◽  
Current Development ◽  
Resource Based View ◽  
Management Knowledge ◽  
Recent Developments ◽  
Tacit And Explicit Knowledge

The article summarizes recent developments in the field of knowledge management and its vital influence on strategic management. Knowledge has become a resource of key importance with regard to the competitive advantage of a business. It thus strengthens the resource-based view of competitive advantage and develops it further by providing guidelines for developing, storing, and sharing knowledge within a business with the use of the concept of organisational learning. Tacit and explicit knowledge is distinguished in order to differentiate their contribution towards the competitiveness of a business. Based on these developments major trends affecting current development of strategic management are defined as well as recommendations drawn from the experience of leading subjects in the field.

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