Reflection of embedded knowledge culture in communications of Australian companies

2018 ◽  
Vol 17 (2) ◽  
pp. 172-181 ◽  
Author(s):  
Andrej Miklosik ◽  
Nina Evans ◽  
Maria Hasprova ◽  
Julia Lipianska
Keyword(s):  
Knowledge Culture ◽  
Embedded Knowledge

From Embedded Knowledge to Embodied Knowledge: New Product Development as Knowledge Management

1998 ◽  
Vol 62 (4) ◽  
pp. 1-12 ◽  
Author(s):  
Ravindranath Madhavan ◽  
Rajiv Grover
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Distributed Cognition ◽  
New Product ◽  
Team Processes ◽  
Team Members ◽  
Personal Interaction ◽  
Design Variables ◽  
Embedded Knowledge ◽  
Team Orientation

Because new product development (NPD) teams are engaged in knowledge creation, NPD management should emphasize cognitive team processes rather than purely social processes. Using the notions of tacit knowledge and distributed cognition as a basis, the authors propose that the T-shaped skills, shared mental models, and NPD routines of team members, as well as the A-shaped skills of the team leader, are key design variables when creating NPD teams. The authors propose that trust in team orientation, trust in technical competence, information redundancy, and rich personal interaction are important process variables for the effective and efficient creation of new knowledge.

scholarly journals Knowledge management according to organisational size: A South African perspective

2013 ◽  
Vol 15 (1) ◽  
Author(s):  
Cornelius Kruger ◽  
Roy D. Johnson
Keyword(s):  
South Africa ◽  
Knowledge Management ◽  
South African ◽  
Middle Management ◽  
Senior Management ◽  
Urban South ◽  
Embedded Knowledge ◽  
Personal Approach ◽  
African Perspective ◽  
Insight Into

Background:To date, few studies have focused on how embedded Knowledge Management (KM) is found in the roots of an organisation. Specifically, not much is known whether employees and managers hold similar perceptions regarding KM or if organisational size plays a role in the establishment of KM maturity.Objective: The objective of this article was to determine what role organisational size plays in the establishment of KM maturity and how different managerial levels viewed their organisations KM maturity.Method: The authors gained insight into KM maturity in different industry groupings over a five-year period from a large urban South African University engaged in numerous collaboration programmes with industry. In total, 434 employees were interviewed over three grouping levels (operational, middle and senior management).Results: The findings support arguments that irrespective of organisational size, knowledge orientated issues are applicable to all organisations. However, with significant differences in scores recorded over all maturity sections in South Africa, the findings indicated that different sized organisations address knowledge-orientated issues differently.Conclusion: Findings challenge the argument that the manner in which knowledge-orientated issues are addressed differ only slightly depending on organisational size. Smaller-sized organisations prefer a more personal approach, whilst larger-sized organisations prefer knowledge transfer via technology. Irrespective of organisational size, commitment holds the key to KM success. Commitment shown by middle management regarding KM is a differentiator.

scholarly journals The Other Vernacular: Commoner Knowledge Culture Circa 1919

2020 ◽  
Author(s):  
Joan Judge
Keyword(s):  
The Other ◽  
Cultural Layer ◽  
May Fourth Movement ◽  
Linguistic Form ◽  
Vernacular Language ◽  
Fourth Movement ◽  
Knowledge Culture ◽  
The People ◽  
Mass Politics ◽  
May Fourth

This essay complicates our understanding of the May Fourth Movement of the late 19teens by isolating a layer of culture that was integral to the era but largely forgotten in later scholarship. This cultural layer of discourse and practice intersected with two of the Movement’s most iconic projects – connecting with “the people” and establishing a vernacular language. This view from the cultural margins helps us excavate the less known byways and potentialities of what has come down to us as an epochal history. It further leads us to question the inevitability of established historical trajectories: from May Fourth populism to the mass politics of the PRC, from the vernacular movement to the linguistic form that stabilized to become baihua.

scholarly journals Colonial Print Culture: Sundanese Book Publishing in the Dutch East Indies in the Early Twentieth Century

2021 ◽  
Vol 17 (1) ◽  
pp. 18
Author(s):  
Mikihiro Moriyama
Keyword(s):  
Print Culture ◽  
Indigenous Population ◽  
Book Publishing ◽  
Colonial Period ◽  
Nationalist Movement ◽  
East Indies ◽  
Modern School ◽  
Knowledge Culture ◽  
Regional Languages ◽  
Publishing Business

The indigenous book publishing business for Sundanese-speaking communities started in the early 20th century, when the nationalist movement was set in motion. The modern school system had continued to spread in colonial society from the mid–19th century. The more education spread, the more literate people there were among the indigenous population. The indigenous book publishing business responded to the demands of this newly-emerging readership. Book publishing finally turned into a business by the 1920s. It seems to have provided distinctive readings from those provided by Balai Poestaka. The indigenous publishers played a supplemental role in nurturing print culture in the colonial context. Both government and private indigenous publishers contributed to promote modern readership and a colonial print culture. The book publishing and print culture in regional languages like Sundanese were nurtured in the colonial period and grew to constitute a medium to decolonize knowledge and knowledge culture.

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