Organisational knowledge creation and the commercialisation of State mail service

2003 ◽  
Vol 16 (5) ◽  
pp. 373-392 ◽  
Author(s):  
M. Mir ◽  
A.S. Rahaman
Keyword(s):  
Knowledge Creation ◽  
Organisational Knowledge ◽  
Mail Service

Developing an Understanding of Organisational Knowledge Creation: A Review Framework

2017 ◽  
Vol 16 (02) ◽  
pp. 1750020 ◽  
Author(s):  
Pamela Chidiogo Izunwanne
Keyword(s):  
Knowledge Creation ◽  
Empirical Studies ◽  
Two Dimensions ◽  
Extensive Review ◽  
Extant Literature ◽  
The Past ◽  
Organisational Knowledge ◽  
The Subject ◽  
Made In

The purpose of this paper is to develop an understanding of the dimensions of organisational knowledge creation. To this end, the literature from numerous bodies of research is reviewed. Over the past 20 years, the literature on organisational knowledge creation has significantly grown and advanced. Many new and conflicting terminologies have evolved to shed more light on the subject. As a result, there are overlaps and conflicts in the literature. The framework suggested in this paper is therefore considered to be a useful means to structure further research on the subject. This paper presents an extensive review of the organisational knowledge creation literature as well as an overview of existing empirical studies. The framework that is presented in this paper emerged from the review and maps out two dimensions of organisational knowledge creation. Although there are many other possible dimensions that could potentially be included in the framework, this study focuses on the dimensions that are believed to reflect more obvious distinctions made in the extant literature on organisational knowledge creation. Furthermore, limiting the review to only two dimensions is believed to provide more coherence.

Ethos as Enablers of Organisational Knowledge Creation

2011 ◽  
pp. 50-66
Author(s):  
Yoshito Matsudaira
Keyword(s):  
Knowledge Creation ◽  
Production Line ◽  
Intangible Assets ◽  
Theory Of Knowledge ◽  
Embodied Knowledge ◽  
Creation Process ◽  
Organisational Knowledge ◽  
The Individual

This chapter considers knowledge creation in relation to improvements on the production line in the manufacturing department of Nissan Motor Company and aims to clarify the substance that enables such knowledge creation. For that purpose, firstly, embodied knowledge observed in the actions of organisational members who enable knowledge creation will be clarified. By adopting an approach that adds a first, second, and third-person’s viewpoint to the theory of knowledge creation, this research will attempt to define enablers of knowledge creation. Embodied knowledge, observed in the actions of organisational members who enable knowledge creation, is the continued practice of ethos (in Greek) founded in ethics and reasoning. Ethos is knowledge (intangible) assets for knowledge creating companies. Substantiated analysis classifies ethos into three categories: the individual, team and organisation. This indicates the precise actions of the organisational members in each category during the knowledge creation process and it is easier to commit further to knowledge creation activities.

scholarly journals Inter-Organisational Knowledge Transfer Process Model

2011 ◽  
pp. 641-648
Author(s):  
Shizhong Chen ◽  
Yanqing Duan ◽  
John S. Edwards
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Transfer Process ◽  
Knowledge Creation ◽  
Process Model ◽  
Empirical Studies ◽  
Management Process ◽  
Related Literature ◽  
Organisational Knowledge ◽  
Technology And Economy

Knowledge management (KM) is an emerging discipline (Ives, Torrey & Gordon, 1997) and characterised by four processes: generation, codification, transfer, and application (Alavi & Leidner, 2001). Completing the loop, knowledge transfer is regarded as a precursor to knowledge creation (Nonaka & Takeuchi, 1995) and thus forms an essential part of the knowledge management process. The understanding of how knowledge is transferred is very important for explaining the evolution and change in institutions, organisations, technology, and economy. However, knowledge transfer is often found to be laborious, time consuming, complicated, and difficult to understand (Huber, 2001; Szulanski, 2000). It has received negligible systematic attention (Huber, 2001; Szulanski, 2000), thus we know little about it (Huber, 2001). However, some literature, such as Davenport and Prusak (1998) and Shariq (1999), has attempted to address knowledge transfer within an organisation, but studies on inter-organisational knowledge transfer are still much neglected. An emergent view is that it may be beneficial for organisations if more research can be done to help them understand and, thus, to improve their inter-organisational knowledge transfer process. Therefore, this article aims to provide an overview of the inter-organisational knowledge transfer and its related literature and present a proposed inter-organisational knowledge transfer process model based on theoretical and empirical studies.

scholarly journals Inter-Organisational Knowledge Transfer Process Model

2011 ◽  
pp. 239-245 ◽  
Author(s):  
Shizhong Chen ◽  
Yanqing Duan ◽  
John S. Edwards
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Transfer Process ◽  
Knowledge Creation ◽  
Process Model ◽  
Empirical Studies ◽  
Management Process ◽  
Related Literature ◽  
Organisational Knowledge ◽  
Technology And Economy

Knowledge management (KM) is an emerging discipline (Ives, Torrey & Gordon, 1997) and characterised by four processes: generation, codification, transfer, and application (Alavi & Leidner, 2001). Completing the loop, knowledge transfer is regarded as a precursor to knowledge creation (Nonaka & Takeuchi, 1995) and thus forms an essential part of the knowledge management process. The understanding of how knowledge is transferred is very important for explaining the evolution and change in institutions, organisations, technology, and economy. However, knowledge transfer is often found to be laborious, time consuming, complicated, and difficult to understand (Huber, 2001; Szulanski, 2000). It has received negligible systematic attention (Huber, 2001; Szulanski, 2000), thus we know little about it (Huber, 2001). However, some literature, such as Davenport and Prusak (1998) and Shariq (1999), has attempted to address knowledge transfer within an organisation, but studies on inter-organisational knowledge transfer are still much neglected. An emergent view is that it may be beneficial for organisations if more research can be done to help them understand and, thus, to improve their inter-organisational knowledge transfer process. Therefore, this article aims to provide an overview of the inter-organisational knowledge transfer and its related literature and present a proposed inter-organisational knowledge transfer process model based on theoretical and empirical studies.

Positive emotion in knowledge creation

2017 ◽  
Vol 31 (2) ◽  
pp. 162-174 ◽  
Author(s):  
Michael Hodgins ◽  
Ann Dadich
Keyword(s):  
Knowledge Creation ◽  
Positive Emotion ◽  
Positive Emotions ◽  
Content Type ◽  
Quality Healthcare ◽  
Organisational Knowledge ◽  
Entry Points ◽  
Broaden And Build Theory ◽  
Future Work

Purpose Despite the importance of evidence-based practice, the translation of knowledge into quality healthcare continues to be stymied by an array of micro, meso and macro factors. The purpose of this paper is to suggest a need to consider different – if not unconventional approaches – like the role of positive emotion, and how it might be used to promote and sustain knowledge translation (KT). Design/methodology/approach By reviewing and coalescing two distinct theories – the broaden-and-build theory of positive emotions and the organisational knowledge creation theory – this paper presents a case for the role of positive emotion in KT. Findings Theories pertaining to positive emotion and organisational knowledge creation have much to offer KT in healthcare. Three conceptual “entry points” might be particularly helpful to integrate the two domains – namely, understanding the relationship between knowledge and positive emotions; positive emotions related to Nonaka’s concept of knowledge creation; and the mutual enrichment contained in the parallel “upward spiralling” of both theories. Research limitations/implications This is a conceptual paper and as such is limited in its applicability and scope. Future work should empirically explore these conceptual findings, delving into positive emotion and KT. Originality/value This is the first paper to bring together two seemingly disparate theories to address an intractable issue – the translation of knowledge into quality healthcare. This represents an important point of departure from current KT discourse, much of which continues to superimpose artefacts like clinical practice guidelines onto complex healthcare context.

scholarly journals Collaborative Technologies for Knowledge Management: Making the Tacit Explicit?

10.28945/2567 ◽  
2002 ◽  
Author(s):  
Vicki Romaldi
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Knowledge Creation ◽  
Explicit Knowledge ◽  
Critical Component ◽  
Collaborative Technologies ◽  
Organisational Knowledge ◽  
Tacit And Explicit Knowledge ◽  
Knowledge Management Initiatives

The theory of organisational knowledge creation indicates the distinction between tacit and explicit knowledge is extremely important in corporate knowledge management efforts. Additionally, in this context, the sharing of tacit knowledge is considered to be a critical component of successful knowledge management initiatives. This paper explores the value of using collaborative technologies as enablers of knowledge management. It primarily focuses on the conversion of tacit knowledge to explicit knowledge through the use of technologies with hyperlinking and hypermedia capabilities. Organisational issues surrounding the capture of tacit knowledge are also introduced by discussing the essential ingredients of successful knowledge management programs.

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