Knowledge management strategies and organizational improvisation: what changed after the emergence of technological turbulence caused by artificial intelligence?

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
José Arias-Pérez ◽  
Juan Cepeda-Cardona
Keyword(s):  
Artificial Intelligence ◽  
Knowledge Management ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Management Strategies ◽  
Content Type ◽  
Organizational Improvisation ◽  
Technological Turbulence ◽  
Intelligent Robots ◽  
The Relationship

PurposeThis paper aims to analyze the moderating effect of technological turbulence caused by artificial intelligence on the relationship between the traditional knowledge management strategies of personalization (tacit knowledge) and codification (explicit knowledge), and organizational improvisation, which refers to the firm's ability to generate ideas and respond to changes in the technological environment in real time. Until now, individuals have played a key and indispensable role in organizational improvisation since they are the owners of tacit knowledge and users of explicit knowledge.Design/methodology/approachThe research model was tested in a sample of firms from sectors in which the adoption of intelligent robots is growing.FindingsBoth personalization and codification have a positive and significant influence on improvisation, the former to a greater extent. Nevertheless, when technological turbulence caused by artificial intelligence occurs, the relationship between personalization and improvisation is weakened, whereas the link between codification and improvisation is strengthened.Originality/valueContrary to the pre-digital literature consensus, explicit knowledge is becoming the new major driver of organizational improvisation, while tacit knowledge sharing is losing strength and relevance. This finding may be a first indication that intelligent robots are the new exponents of improvisation for their ability to respond to changes in the environment in real time because of a combination of explicit knowledge, beyond being a mere support tool for humans.

Knowledge management strategies for sustaining Lesson Study

2019 ◽  
Vol 9 (2) ◽  
pp. 167-178
Author(s):  
Eric C.K. Cheng
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Hong Kong ◽  
Knowledge Sharing ◽  
Lesson Study ◽  
Structural Equation ◽  
Explicit Knowledge ◽  
Relative Effectiveness ◽  
Management Strategies ◽  
Content Type

Purpose The purpose of this paper is explore the relative effectiveness of people-based and information technology-based knowledge management (KM) strategies as implemented by principals in Hong Kong schools to facilitate and sustain Lesson Study for teachers’ knowledge sharing and internalization. Design/methodology/approach Data from 184 principals in Hong Kong were collected by a cross-sectional quantitative survey. Confirmatory factor analysis and reliability tests have been used to examine the constructed validity and reliability of the instrument. A structural equation model was applied to confirm the predictive effect of people-based and information technology-based KM strategies on teachers’ knowledge sharing and internalization through Lesson Study. Findings Results show that people-based KM strategy predicts knowledge sharing and internalization by and among teachers. However, while information technology-based knowledge management strategies predict teachers’ knowledge sharing, they do not predict how effectively they internalize knowledge. Practical implications Cultivating communities of practice, professional learning communities and mentoring schemes in schools can nurture a knowledge-sharing culture to facilitate and sustain Lesson Study for teacher learning. Institutionalizing an information technology system can help teachers to retrieve, share and store the school’s explicit knowledge. Originality/value The paper not only suggests school management strategies and practices for school leaders to facilitate and sustain Lesson Study, but also brings a new research dimension, KM, to the research area.

Knowledge management for library building design

2016 ◽  
Vol 37 (1/2) ◽  
pp. 2-12 ◽  
Author(s):  
Zhixian Yi
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Continuous Process ◽  
Building Design ◽  
Design Principles ◽  
Design Strategies ◽  
Innovative Design ◽  
Content Type ◽  
Practical Implications

Purpose – In the digital age, constant changes in libraries inform contemporary building design. An innovative library building design is a complicated process and can be viewed as a continuous process of the use of tacit and explicit knowledge and innovative tools and approaches. Knowledge management (KM) can bring about the much needed innovation, and transform tacit knowledge to explicit knowledge. For the design of a library to be successful, it is necessary to apply KM to library building design. The purpose of this paper is to look at key change impacts, to explore how to manage knowledge in building design and to identify key design principles. Design/methodology/approach – This paper looks at key change impacts, explores how to manage knowledge in library building design and pinpoints design principles. Findings – This paper finds that KM can be vital to library building design, and it can be used in all stages: to examine the internal and external environments, transform tacit knowledge to explicit knowledge by using portals, and analyze existing and future issues and trends. When effectively used, KM will result in innovative design strategies and also will reduce the time and costs of the building design and plan processes. The main principles of library building design are flexibility, accessibility, safety and security, applicability, adaptability, efficiency, and sustainability. Practical implications – This paper provides a useful overview of how to manage knowledge in library building design and design principles. Originality/value – The views, discussions, and suggestions will be of value to improve the effectiveness of library building design.

Transformation paths and influencing factors of tacit knowledge into explicit knowledge in real estate companies: a qualitative study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guodong Ni ◽  
Ziyao Zhang ◽  
Zhenmin Yuan ◽  
Haitao Huang ◽  
Na Xu ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Real Estate ◽  
Tacit Knowledge ◽  
Influencing Factors ◽  
Explicit Knowledge ◽  
Design Method ◽  
Structured Interviews ◽  
Content Type ◽  
Knowledge Resources ◽  
Tacit Knowledge Management

PurposeThe purpose of this paper is to figure out the paths about transformation of tacit knowledge into explicit knowledge, i.e. tacit knowledge explicating (TKE) in real estate companies, and determine the influencing factors of TKE in Chinese real estate companies to enable enterprises make better use of their knowledge resources.Design/methodology/approachThe study adopted an exploratory design method using thematic analysis and grounded theory, and semi-structured interviews were conducted to collect data. The interviewees consisted of employees in different positions, who come from Chinese real estate companies with different ranking ranges and different knowledge management levels. Data collection was divided into two rounds for the identification of transformation paths and influencing factors.FindingsThis study has shown that 11 paths about TKE divided into solidified organization process and construction of organizational infrastructure go into effect within the real estate companies. Factors influencing TKE in real estate companies concern three main categories: organizational distal factors, contextual proximal factors and individual factors, including 21 subordinates in total. Furthermore, correlation between TKE paths and influencing factors is established.Research limitations/implicationsResearch results may lack generalizability due to the method adopted. Therefore, researchers are encouraged to verify the outcomes of this research.Practical implicationsThis research provides a new idea and solutions for the tacit knowledge management in real estate companies.Originality/valueTo the best of the authors’ knowledge, this study is the first to systematically identify paths and the influencing factors of TKE in real estate companies, contribute to the incipient but growing understanding of achievement of “tacit to explicit” and enrich the corporate tacit knowledge management literature.

The death of distance, revisited: disseminative capacity and knowledge transfer

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chansoo Park
Keyword(s):  
Knowledge Transfer ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Psychic Distance ◽  
Content Type ◽  
Tacit Knowledge Transfer ◽  
The Relationship ◽  
Moderating Role ◽  
Foreign Parent

Purpose The purpose of this paper is to assess how the transfer of explicit and tacit knowledge is affected by the knowledge disseminative capacity of a foreign parent firm, with an emphasis on the moderating role of psychic distance, by developing and testing a theoretical model of international joint venture (IJV) learning. Design/methodology/approach The author tested the hypotheses with survey data collected from 199 IJVs in South Korea, estimating a structural equation model using AMOS 23.0. Findings The authors found that the capacity of the foreign parent to disseminate knowledge to the IJV has a greater impact on explicit knowledge transfer than tacit knowledge transfer. He also found that the relationship between disseminative capacity and explicit knowledge transfer is significantly moderated by psychic distance, but the relationship between disseminative capacity and tacit knowledge transfer is not. Originality/value The results are critical for IJVs and parent firms seeking to improve knowledge transfer, as they establish the importance of parent firms’ disseminative capacities and the moderating role of psychic distance in the process of both tacit and explicit knowledge transfer. This research addresses the research gap regarding disseminative capacity by providing empirical evidence.

Understanding knowledge hiding under technological turbulence caused by artificial intelligence and robotics

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
José Arias-Pérez ◽  
Juan Vélez-Jaramillo
Keyword(s):  
Artificial Intelligence ◽  
Digital Age ◽  
Business Environment ◽  
Mediating Effect ◽  
Content Type ◽  
Technological Turbulence ◽  
Types Of Knowledge ◽  
Knowledge Hiding ◽  
The Relationship ◽  
And Robotics

Purpose Artificial intelligence (AI) will be performing 52% of the tasks in companies by 2025. The increasing adoption of AI is generating technological turbulence in the business environment. Previous studies have also shown that employees are aware of the high risk of losing their jobs when being replaced by AI. The risk of employees engaging in opportunistic behaviors, such as knowledge hiding, is thus fairly high. Therefore, the aim of this paper is to analyze the mediating effect of employee’s AI awareness on the relationship between technological turbulence generated by AI and the three types of knowledge hiding: evasive hiding, playing dumb and rationalized hiding. Design/methodology/approach Structural equations by the partial least squares method were used to test the proposed research model. Findings The most interesting finding is that employee’s AI and robotics awareness fulfills almost all mediating functions in the relationship between technological turbulence generated by AI and the three types of knowledge hiding. Originality/value The results show that knowledge hiding in the digital age is first and foremost a strategy by employees to sabotage and induce failure in process automation, to reduce the risk of being replaced in the workplace by AI. This study indicates that employees are willing to hide knowledge in all possible ways when perception that AI is a threat to their job increases. In other words, technological turbulence generated by AI and employee’s AI awareness are the two great new triggers of knowledge hiding in the digital age.

scholarly journals Knowledge management, knowledge transfer and organizational performance in the arts and crafts industry: a literature review

2018 ◽  
Vol 22 (6) ◽  
pp. 1310-1331 ◽  
Author(s):  
Vito Manfredi Latilla ◽  
Federico Frattini ◽  
Antonio Messeni Petruzzelli ◽  
Martina Berner
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Literature Review ◽  
Organizational Performance ◽  
Tacit Knowledge ◽  
Arts And Crafts ◽  
Present Contribution ◽  
Content Type ◽  
The Relationship

Purpose This paper aims to provide a comprehensive academic literature review on the relationship between knowledge management, knowledge transfer and organizational performance in a specific subset of the creative industry, i.e. arts and crafts organizations. Furthermore, this paper analyzes how knowledge management and transfer within arts and crafts organizations help increase performance and enhance the value of the activity of the so-called “knowledge workers” (i.e. craftsmen), who are the real knowledge owners in the process of value creation. Design/methodology/approach The literature review follows the model suggested by Vom Brocke et al. (2009). The review follows a five-phase approach so as to be systematic, transparent and replicable. Academic contributions published over two periods are taken into consideration. The first period covers the years 1990-2000, when the concepts of creative industry and knowledge-based economy were developed. The second period covers the years 2000-2016, when scholars started to investigate how to effectively transfer knowledge (very often in the form of “tacit knowledge”) retained by master craftsmen in arts and crafts organizations and the critical role played by craftsmen in the performance of such organizations. Findings Three main issues have emerged: how arts and crafts organizations manage and transfer knowledge internally; the effects of these activities on organizational performance; and the prominent role of craftsmen. The literature review shows how in arts and crafts organizations there is a considerable link between the concepts of “performance" and "tacit knowledge", even though addressing such link is somehow hard to realize, for several reasons discussed in the paper. The measurement of performance in arts and crafts organizations has become an area of academic investigation only when both the role of knowledge management and transfer and the role of knowledge workers (i.e., craftsmen) have become evident for obtaining a competitive advantage. Research limitations/implications This paper has been an attempt to organize existing studies on knowledge management and transfer and to investigate the relationship existing between knowledge and performance in arts and crafts organizations. Nevertheless, the relationship between knowledge and performance is yet to be explored, as well as the development of techniques for measuring arts and crafts organizations’ performance effectively. The present contribution calls for a systematic reflection on how the transfer of traditional craftsmen’s skills impacts organizational performances in the long run. The definition and implementation of new performance evaluations criteria tailored to enhance the tacit knowledge of craftsmen as a real source of differentiation and competitive advantage for the arts and crafts organizations is somehow still missing. Practical implications By pursuing its objectives, the present contribution aims to represent a step toward enabling arts and crafts organizations to play a vital role in the modern society in a more structured way. This would help to build awareness of the potential of arts and crafts organizations for promoting economic growth, proposing a value proposition different from the one dictated by the globalization and by the triumph of product standardization and mass production. Originality/value Analyzing the knowledge management and transfer within arts and crafts organizations with a historical perspective, it appears that the recognition in academic literature of the centrality of knowledge management and transfer within arts and crafts organizations is only recent (i.e. from 2011 onward). Indeed, for approximately 20 years (i.e. 1990-2010), knowledge has been constantly related to technological paradigms and standardized results, with very little research and debate on craftsmanship and the role of craftsmen. Nevertheless, the research shows that over the years, the focus on knowledge in arts and crafts organizations and knowledge transfer has become progressively more detailed and precise: some authors have studied the role of craftsmen in the knowledge economy according to a historical perspective, while some others have analyzed different types of knowledge more thoroughly. For example, Sveiby (1997, 1996), analyzing the concept of "knowing talent" and "tradition", outlines a more prominent role of craftsmen in the knowledge economy and explain how, in sectors with a strong traditional background, the transfer of tacit knowledge is a meaningful challenge for many organizations.

Empirical study on the relationship between entrepreneurial cognitions and strategic change momentum

2015 ◽  
Vol 53 (5) ◽  
pp. 957-983 ◽  
Author(s):  
Lin Yang
Keyword(s):  
Tacit Knowledge ◽  
Positive Relationship ◽  
Explicit Knowledge ◽  
Strategic Change ◽  
Organizational Knowledge ◽  
Knowledge Structures ◽  
Moderating Effects ◽  
Content Type ◽  
Managerial Implications ◽  
The Relationship

Purpose – Due to the scanty of theoretical attempts to link entrepreneurial cognitions to strategic change momentum (SCM) and to explore moderating effects of organizational knowledge structures in the relationship, the purpose of this paper is to examine the relationship between entrepreneurial cognitions and SCM, as well as the moderating effects of organizational knowledge structures by drawing on the institutional theory and resource-based view. Design/methodology/approach – Using analysis of covariance, multivariate analysis of variance, and hierarchical regression analysis, the data of 229 enterprise samples are used to empirically test the hypotheses. Findings – The empirical results indicate that two dimensions of entrepreneurial cognitions, arrangement and willingness cognitions, will positively influence SCM, with organizational knowledge structures as a moderator. Specifically, explicit knowledge decreases the positive relationship between entrepreneurial arrangement cognitions and SCM, and tacit knowledge increases the positive relationship between entrepreneurial arrangement, willingness and ability cognitions and SCM. However, entrepreneurial ability cognitions have no significant effect on SCM, and explicit knowledge does not moderate the relationship between entrepreneurial willingness and ability cognitions and SCM. Practical implications – From the results of this study, the paper can derive some important managerial implications that entrepreneurs should holistically understand the concept of entrepreneurial cognitions in Chinese context as well as strengthen the innovation of their internal management institutions and consolidate their institutional platforms for improving entrepreneurial cognitive efficacy. Moreover, strategic control ability should be further enhanced for China’s entrepreneurs, and also the dynamic balances during the conversion process between tacit knowledge and explicit knowledge should be promoted so as to optimize the organizational knowledge structures. Originality/value – By integrating entrepreneurial cognitions, organizational knowledge structures, and SCM into a unified theoretical framework, the paper empirically examines the theoretical problems about the interactions among the three variables involved. The findings can broaden the research perspectives and deepen the research field of strategic change, and also provide managerial implications for cultivating entrepreneurs and optimizing organizational knowledge structures under the context of China.

Tacit and explicit knowledge management and assessment of quality performance of public R&D in emerging economies

2018 ◽  
Vol 31 (1) ◽  
pp. 188-214 ◽  
Author(s):  
Santanu Roy ◽  
Jay Mitra
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Research Work ◽  
Extended Period ◽  
Policy Formulation ◽  
Developing Economy ◽  
Quality Performance ◽  
Content Type

Purpose The authors investigate the relationship between the structure and the functioning of scientific and technical (S&T) personnel and the quality research and development (R&D) performance output of laboratories functioning under the Council of Scientific and Industrial Research (CSIR), India. The purpose of this paper is to examine how rapid economic and social changes and the demand for better accountability are addressed by public R&D institutions in a specific developing economy. Design/methodology/approach The authors use the functions performed by the S&T personnel as indicators of their tacit knowledge. The authors use data from 27 different CSIR laboratories to analyze the specific functions carried out by knowledge workers (S&T personnel) in order to gauge the internal strengths and weaknesses of individual laboratories in different functional areas. The authors use the following measures to tap the quality R&D performance of these laboratories – number of Indian patents filed and granted, number of foreign patents filed and granted, and the number of published papers figuring among the top 50 CSIR publications in specific research areas over an extended period of 11 years (2003-2004 to 2013-2014). Findings The findings show that there is no readymade formula for identifying improvements in quality performance by a research laboratory, given a particular set of S&T worker profile in terms of the six functions defined in the study. The top-performing laboratories have excellent patent as well as publication record reinforcing the point that innovation encompasses both basic and applied research with success depending upon strategically emphasizing the different components of the innovation process. Research limitations/implications The scope of the present research work is limited by the choice of the quality R&D performance measures adopted in the study that could be further expanded to better tap the social accountability of these public-funded institutions. In addition, inclusion of all CSIR laboratories in the study framework would add value to the study findings. The research highlights the importance of tacit knowledge management and organizational learning as central features of strategic organization development for technology practices incorporating R&D work, the support of pilot plants, experimental field stations, and engineering and design units. Practical implications The paper has particular implications for the leadership and management of public R&D organizations and public policy formulation for innovation in an emerging developing economy context. Originality/value This study extends the extant literature by drawing upon the role of tacit knowledge and organizational learning to inform the empirical research on managing public R&D and the innovations that result from it, in a particular emerging economy context, that is, India.

Knowledge management strategy: an organisational development approach

2019 ◽  
Vol 25 (7) ◽  
pp. 1474-1490 ◽  
Author(s):  
Made Andriani ◽  
T.M.A. Ari Samadhi ◽  
Joko Siswanto ◽  
Kadarsah Suryadi
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Management Strategy ◽  
Growth Stage ◽  
Business Processes ◽  
Explicit Knowledge ◽  
Growth Stages ◽  
Organisational Development ◽  
Knowledge Management Strategy ◽  
Content Type

Purpose The purpose of this paper is to formulate a knowledge management strategy model that aligns with the organisational growth stage and the characteristics of the business processes at every growth stage. The difference in characteristics at each growth stage has an impact on the characteristics of business processes, such as decision making and the period of process execution. Design/methodology/approach This research focussed on three fashion companies in Indonesia, and data were collected using a historical case-study method. Data collection was performed through in-depth interviews with the business owners, directors and managers, by direct observation, and through the collection of secondary data from the companies’ documents. Findings Through this research, a knowledge management strategy based on organisational growth stages was produced. It was found that when an organisation is at the entrepreneurial stage, the knowledge management strategy focussed on humans with tacit knowledge as well as explicit knowledge. At the growth stage, a transformation of tacit knowledge into explicit knowledge, especially at the individual level, is required, whereas at the expansion stage, the focus of the knowledge management strategy is on a system usage at the organisation level. Research limitations/implications Research using the case studies method has a limitation in the generalisation of the model. The knowledge management strategy generated in this study is unique to the fashion industry, where if the research were performed in other industries, there is a possibility for different results. Moreover, the characteristics of the business processes that are examined in this study are limited to the period of implementation and level of interaction. Other more detailed dimensions such as task variety and task analysability can be used to obtain more detailed characteristics of business processes. Practical implications Using the knowledge management strategies model formulated at every growth stage, the company owner can specify a knowledge management strategy that suits the organisation’s goal. Also, the results of this research can provide information on the priority for developing a knowledge management system aligned with the company’s growth. Originality/value The knowledge management strategy formulation from the organisational development point of view has not been investigated previously. In fact, the needs of the organisation, along with its growth, will change. Therefore, this research provides a new perspective which is more dynamic and can be integrated into formulating the knowledge management strategy.

The explicit dimension: what we could not learn from Polanyi

2014 ◽  
Vol 21 (5) ◽  
pp. 333-346 ◽  
Author(s):  
Roberto Grandinetti
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Design Methodology ◽  
Explicit Knowledge ◽  
Management Theory ◽  
Alternative States ◽  
Management Research ◽  
Content Type ◽  
Depth Analysis ◽  
Knowledge Management Theory

Purpose – This paper aims to clarify that the link between Michael Polanyi’s tacit knowledge theory and the field of knowledge management research does not withstand in-depth analysis. Second, the paper suggests a way to emerge from the ambiguity that unavoidably results from using the tacit knowledge concept in knowledge management studies. Design/methodology/approach – The paper begins with an analysis of the tacit knowledge theories developed by Polanyi, by cognitive psychologists and by knowledge management scholars. It goes on to formulate a new conceptual framework of tacit knowledge. Findings – This proposal consists in assuming that the terms “unconscious” and “tacit” are not interchangeable and, consequently, redefining the epistemological profile of knowledge management theory so as to acknowledge the existence of two planes of analysis. One is occupied by the process through which individuals gain knowledge, or the knowing process, which may be unconscious or conscious. The other contains the dichotomy between tacit knowledge and explicit knowledge, where the two terms indicate two alternative states that only consciously developed knowledge can adopt. Research limitations/implications – The paper provides support for the two-planes idea by referring to contributions from various disciplines, and particularly from cognitive psychology studies concerned with unconscious knowledge; a more thorough and extensive review would be needed, however, to fully demonstrate the proposal. Originality/value – Distinguishing between two planes of analysis makes it possible to unveil the mystery of tacit knowledge.

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