Impacts of knowledge sourcing on employee innovation: the moderating effect of information transparency

2019 ◽  
Vol 23 (2) ◽  
pp. 221-239 ◽  
Author(s):  
Tong Che ◽  
Zijing Wu ◽  
Yaoyu Wang ◽  
Rui Yang
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Design Methodology ◽  
Explicit Knowledge ◽  
Idea Generation ◽  
Management Research ◽  
Moderating Effects ◽  
Knowledge Sourcing ◽  
Content Type ◽  
Information Transparency

PurposeInnovation is the combination of idea generation and idea implementation. Sourcing relevant and credible external knowledge is critical for individuals to generate new feasible ideas and reduce the uncertainty of implementation. The purpose of this study is to investigate the effects of knowledge sourcing on employee’s innovations behavior.Design/methodology/approachThe data were collected by paper-based survey in four Chinese companies’ R&D departments and consisted of 569 valid responses. Structure equitation modeling method was used to test the hypotheses.FindingsThe results indicate that knowledge sourcing, which is formatively conceptualized by tacit knowledge sourcing and explicit knowledge sourcing, significantly influences employee’s innovation behavior. In particular, the direct effect of knowledge sourcing is fully mediated by task-efficacy. Furthermore, the effects of knowledge sourcing are contingent upon information transparency.Originality/valueThis study not only contributes to knowledge sourcing literature by investigating knowledge sourcing from idea generation and idea implementation perspectives, but also is of importance to knowledge management research by demonstrating the moderating effects of information transparency.

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.

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.

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.

scholarly journals Philosophical paradigms as the bases for knowledge management research and practice

2021 ◽  
pp. 209-224
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Management Practices ◽  
Explicit Knowledge ◽  
Critical Realism ◽  
Theory And Practice ◽  
Management Research ◽  
Power Structures ◽  
Research And Practice ◽  
Post Modernism

This paper examined six philosophical paradigms, namely positivism, interpretivism, post-positivism, pragmatism, post modernism and critical realism. The paradigms serve as the bases for knowledge management research and practice. Basing on a critical review of literature and drawing from tacit insights, the paper reveals that positivist managers and researchers tend to focus on explicit knowledge while paying little attention to tacit knowledge. In the same vein, interpretivists focus on tacit knowledge while ignoring explicit knowledge. Even when the post-positivist ontology provides useful insights, many managers and researchers may lack adequate skills to apply such insights in theory and practice. Pragmatism focuses on actions that possess instrumental value, yet there is a tendency to focus on personal value rather than organisational value. Postmodernism highlights the central nature of power structures and power struggle all of which tend to affect knowledge management practices. Critical realism prioritises tacit knowledge as the main source of competitiveness, yet tacit knowledge is insufficient on its own. The paper contributes to the understanding and debate of knowledge management research and practice.

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.

An integrated model of marketing knowledge – a tacit knowledge perspective

2019 ◽  
Vol 21 (1) ◽  
pp. 2-18
Author(s):  
Mostaque Zebal ◽  
Ahmed Ferdous ◽  
Colin Chambers
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Integrated Model ◽  
Business Success ◽  
Content Type ◽  
Proposed Model ◽  
Management Perspective ◽  
Knowledge Perspective ◽  
Tacit And Explicit Knowledge

Purpose The purpose of this paper is to develop and propose an integrated model of marketing knowledge from a tacit knowledge management perspective. This paper further aims at developing a linkage between explicit knowledge perspective (internal and external marketing) and tacit knowledge orientation of an organization, leading to improved business success. Design/methodology/approach This paper develops a conceptual model showing the integration of the internal, tacit and explicit knowledge perspectives that results in improved business success. The proposed model and associated propositions are drawn from the synthesis of relevant knowledge and marketing literature. Findings Five major associated propositions are offered in the paper, which inform both scholars and practitioners about what constitutes a holistic market orientation and how organizations can achieve business success by adopting both an internal and external orientation to tacit and explicit knowledge management. Originality/value The model makes an original contribution to theoretical and organizational marketing management knowledge. It does this by extending the conceptual and operational boundaries of existing models of internal and external marketing, aimed at helping organizations achieve competitive advantage and business success.

scholarly journals Trust and knowledge creation: the moderating effects of legal inadequacy

2017 ◽  
Vol 117 (10) ◽  
pp. 2194-2209 ◽  
Author(s):  
Longwei Wang ◽  
Min Zhang ◽  
Xiaodong Li
Keyword(s):  
Knowledge Management ◽  
Research And Development ◽  
Linear Relationship ◽  
Knowledge Creation ◽  
Questionnaire Survey ◽  
Design Methodology ◽  
Legal Systems ◽  
Moderating Effects ◽  
Content Type ◽  
The Impact

Purpose The purpose of this paper is to empirically investigate the effects of competence and goodwill trust on knowledge creation and the moderating effects of legal inadequacy on those relationships. Design/methodology/approach A questionnaire survey was used to collect data from 196 research and development alliances in China. Hierarchical moderated regression was used to test the research hypotheses. Findings The authors find that competence trust has a positive and linear relationship with knowledge creation while goodwill trust has an inverted U-shaped relationship with it. The results also reveal that the inverted U-shaped relationship between goodwill trust and knowledge creation is stronger when legal inadequacy is high, while the impact of competence trust on knowledge creation is not influenced by legal inadequacy. Originality/value The findings provide insights into the distinctive effects of competence and goodwill trust on knowledge creation in partnerships, deepening current understandings of the bright and dark sides of inter-firm trust. This study also clarifies the influences of legal inadequacy on the effectiveness of competence and goodwill trust, which enhances existing knowledge about the impact of legal systems on the relationships between inter-firm trust and knowledge management.

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.

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