Learning transfer system inventory (LTSI) and knowledge creation in organizations

2018 ◽  
Vol 25 (5) ◽  
pp. 305-319 ◽  
Author(s):  
Aindrila Chatterjee ◽  
Arun Pereira ◽  
Bijan Sarkar
Keyword(s):  
Tacit Knowledge ◽  
Knowledge Creation ◽  
Learning Transfer ◽  
Building Blocks ◽  
Organizational Knowledge ◽  
Basic Knowledge ◽  
Transfer System ◽  
Content Type ◽  
Learning Transfer System Inventory ◽  
Organizational Knowledge Creation

Purpose Knowledge creation has received substantial attention by researchers, ever since the Socialization Externalization Combination Internalization (SECI) process was introduced. Learning Transfer System Inventory (LTSI) focuses on learning transfer and has been validated across many countries. The purpose of this paper is to explore the theoretical underpinnings between LTSI and SECI, and LTSI’s role in knowledge amplification as part of the organizational knowledge creation spiral. Design/methodology/approach The literature on organizational learning, SECI and LTSI is studied, as well as a detailed review of the LTSI constructs as it relates to SECI is completed. Findings Both SECI and LTSI emphasize the substantial interplay between explicit and tacit knowledge as the basis of knowledge interchange. The result of this research is a theoretical framework combining LTSI and SECI that can help understand knowledge transfer in terms of interplay of explicit and tacit knowledge and LTSI’s role in knowledge amplification as part of organizational knowledge creation. Practical implications It is proposed that LTSI can potentially be used to gauge the propensity of an organizational environment to create and transfer knowledge ontologically, as well as adopt knowledge management systems. The LTSI constructs into basic knowledge interactions (various combinations of explicit and tacit knowledge conversions) are categorized thus helping practitioners analyze the basic building blocks of learning transfer and knowledge creation. The theoretical association of the two frameworks paves the way for more empirical validation of the SECI model potentially. Originality/value This paper is an original attempt to associate SECI with LTSI.

Family business succession as knowledge creation process

Kybernetes ◽  
2014 ◽  
Vol 43 (5) ◽  
pp. 699-714 ◽  
Author(s):  
Mojca Duh
Keyword(s):  
Knowledge Base ◽  
Family Business ◽  
Knowledge Creation ◽  
Explicit Knowledge ◽  
Organizational Knowledge ◽  
Content Type ◽  
Creation Process ◽  
Organizational Knowledge Creation ◽  
Business Succession ◽  
Family Business Succession

Purpose – The purpose of this paper is to broaden the understanding of family business succession as organizational knowledge creation process. Design/methodology/approach – The paper is built on organizational knowledge creation theory and reviews literature on family business succession. Four modes of knowledge conversion are followed to identify knowledge creation activities contributing to family business's knowledge base and to develop propositions. Findings – Successful realization of succession depends not only on “traditional” knowledge creation activities of socialization and internalization, but as well as on active involvement of successor(s) in many aspects of business functioning. This contributes not only to widening successor(s) knowledge base but as well as to the firm's tacit and explicit knowledge triggering a new spiral of knowledge. Research limitations/implications – The paper limits the research on leadership succession as one of the most challenging tasks in family business's life cycle. Moreover, research findings have implications for small- and medium-sized family businesses due to the strong preference of keeping the leadership within a family. Practical implications – Propositions developed provide useful cognitions to professionals and stakeholders involved in succession process. If they understand the complexity of knowledge creation process, they can stand a better chance of improving the process of successor(s)’ development and leadership transfer in such a way that family business will have better chance to survive and progress after the transition. Originality/value – The research provides a comprehensive framework of knowledge creation activities during succession thus indicating the requisitely holistic approach to succession from organizational knowledge creation perspective. The study contributes to the organizational knowledge creation theory and the succession theory.

Knowledge Dynamics

2015 ◽  
pp. 103-126
Keyword(s):  
Tacit Knowledge ◽  
Knowledge Creation ◽  
Explicit Knowledge ◽  
Dynamic Theory ◽  
Organizational Knowledge ◽  
Knowledge Conversion ◽  
Seci Model ◽  
Organizational Knowledge Creation ◽  
Knowledge Dynamics ◽  
Cognitive Knowledge

In the chapter about cognitive knowledge, the author introduced the dyad of explicit-tacit knowledge developed by Ikujiro Nonaka and his colleagues. This dyad represents the conceptual framework of the dynamic theory of organizational knowledge creation. The breakthrough of this theory is the SECI model, which consists of four knowledge conversion processes: socialization (from tacit knowledge to tacit knowledge), externalization (from tacit knowledge to explicit knowledge), combination (from explicit knowledge to explicit knowledge), and internalization (from explicit knowledge to tacit knowledge). All of these knowledge conversion processes may happen in Ba, a dynamic context where interactions between people take place. The purpose of this chapter is to present the main concepts and ideas of the dynamic theory of organizational knowledge creation developed by Nonaka and his colleagues, a theory that represents a major contribution to the development of knowledge management.

Knowledge management in international cooperation for anti-money laundering

2017 ◽  
Vol 20 (1) ◽  
pp. 27-34 ◽  
Author(s):  
Noriaki Yasaka
Keyword(s):  
Knowledge Management ◽  
International Cooperation ◽  
Money Laundering ◽  
Knowledge Creation ◽  
Design Methodology ◽  
Practical Problem ◽  
Organizational Knowledge ◽  
Content Type ◽  
Organizational Knowledge Creation ◽  
Theoretical Hypothesis

Purpose The purpose of this paper is to construct a theoretical hypothesis to explain the organizational knowledge creation in international cooperation, which aims to contribute to practical problem solving in the process of knowledge creation. Design/methodology/approach This research reveals that anti-money laundering based on the concept of knowledge and organizational knowledge creation mechanisms could co-evolve in inter-organizational knowledge. Findings By simplifying the knowledge flow of anti-money laundering in international cooperation, the author illustrates the process of knowledge creation, sharing and utilizing. Originality/value This paper used the example of international anti-money laundering activities to describe knowledge creation, process of knowledge management, organizational structure and the emergence of international cooperation.

Avaliação da eficácia da formação: transferência das aprendizagens para a atividade profissional: o caso de uma organização da Administração Local

2014 ◽  
Author(s):  
Ana Rita Maia de Almeida ◽  
José Manuel Gameiro Rebelo Santos
Keyword(s):  
Learning Transfer ◽  
Transfer System ◽  
Learning Transfer System Inventory

O estudo em questão apresenta como principal objetivo a identificação dos fatores que influenciam o processo de transferência das aprendizagens adquiridas na formação para o posto de trabalho. Assim, partiu-se de um caso concreto de uma organização, especificamente uma organização da Administração Local. Este organismo público apresenta um universo de cerca de 500 trabalhadores, e um crescente incremento ao nível da formação profissional, com uma média anual de horas de formação/ trabalhador de 27,8. Dado este crescente incremento ao nível da formação, considerou-se de extrema importância compreender quais os fatores que mais influência exercem para que a transferência das aprendizagens realmente ocorra. Assim, no sentido de operacionalizar estes fatores, utilizou-se o instrumento LTSI - Learning Transfer System Inventory (Holton e Bates, 2002), validado para a realidade portuguesa por Velada (2007). Neste estudo foram avaliadas duas ações de formação e o número de respondentes foi de 117 trabalhadores. De forma a complementar os dados obtidos através do questionário, foram aplicadas entrevistas às chefias da organização. Os resultados obtidos permitem concluir que os fatores que mais influenciam a transferência da formação para o posto de trabalho são: “Sanções dos Supervisores”, “Auto-eficácia de Desempenho”, “Esforço de Transferência – Expectativa de Desempenho”, “Capacidade Pessoal para Transferir”, “Transferabilidade” e “Abertura/ Resistência à Mudança”. Para Holton (1996), a transferência das aprendizagens sofre influência de quatro grandes categorias de fatores. Assim, de acordo com o estudo, os fatores que mais influenciam a transferência da formação, fazem parte da categoria de fatores “Características dos Formandos” e “Características do Posto de Trabalho”. Por outro lado, os fatores que menos influência exercem na transferência da formação para o posto de trabalho são “Resultados Pessoais Positivos” e “Resultados Pessoais Negativos”. Estes dois fatores fazem parte da categoria de fatores “Características do Posto de Trabalho”. Das entrevistas a chefias dos SMAS é possível concluir que a importância que é dada à formação profissional é bastante elevada, no entanto a validação desses conhecimentos adquiridos na formação, para o desempenho das funções, não é realizada. A utilização do LTSI constituiu uma mais-valia no estudo da transferência de aprendizagens para o posto de trabalho, contribuindo para a identificação de situações capazes de interferir na mesma, revelando-se pertinente e útil. Os resultados obtidos de um modo geral estão de acordo com outros estudos empíricos.

Organizational Knowledge Creation in the Chinese Context

2009 ◽  
Vol 5 (2) ◽  
pp. 261-278 ◽  
Author(s):  
Ian J. Walsh ◽  
Mamta Bhatt ◽  
Jean M. Bartunek
Keyword(s):  
Institutional Change ◽  
Knowledge Creation ◽  
Organizational Knowledge ◽  
Organizational Forms ◽  
Institutional Perspective ◽  
Chinese Context ◽  
Organizational Knowledge Creation

This paper elaborates theories of organizational knowledge creation by exploring the implications of institutional change for organizational knowledge creation in Chinese organizations of different ownership forms. Using a dynamic institutional perspective, we discuss prominent characteristics of the Chinese context and develop propositions about knowledge creation patterns in different organizational forms. We also theorize about the effects of increasing institutionalization on patterns of organizational knowledge creation in China and the consequent implications for innovation. We conclude with a discussion of the theoretical implications of this model and suggestions for further research.

Organizational knowledge documentation in project-based institutes

2017 ◽  
Vol 35 (5) ◽  
pp. 994-1012 ◽  
Author(s):  
Fatemeh Navidi ◽  
Mohammad Hassanzadeh ◽  
Ali Zolghadr Shojai
Keyword(s):  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Structured Interview ◽  
Organizational Knowledge ◽  
Technical Knowledge ◽  
Content Type ◽  
Junior Staff ◽  
Research Activities ◽  
Space Agency ◽  
Research Institute

Purpose Employees, as the most important assets of an organization, acquire a great deal of experience, skills and knowledge throughout the time period they work for the organization. If their skills and technical knowledge are not documented properly, these will be lost once the employees leave the organization. Therefore, documentation is necessary for preserving this invaluable knowledge, avoiding duplication and preventing repeated mistakes that occurred in the past and, providing the junior staff with experiences gained by their predecessors. Thus, this research aims to elaborate on the role of organizational knowledge management (KM) as an essential tool for turning tacit knowledge into explicit knowledge and sharing the gained experiences with others. Design/methodology/approach This research is developmental applied research with qualitative approach and it was conducted using thematic analysis method. This method includes a semi-structured interview with 18 researchers conducting research projects at the Satellite Research Institute under the supervision of the Iran Space Agency. Findings The projects contain knowledge that is a combination of “know why”, “know what”, “know who” and “know how”. A large amount of this knowledge is, indeed, the tacit knowledge. Most of this tacit knowledge is not reflected in the project documents. Generally, the documents contain results only and they do not include experience, technical details, methodology, analysis and mistakes that were made during research activities. Documentation challenges fall into three major types: technical, human resources and administrative. Originality value Considering the necessity of documentation within the knowledge transfer process and its important role in KM; and, with respect to the lack of technical knowledge and experience transfer observed in the documents of Satellite Research Institute, this research proposes some steps that need to be taken to turn the knowledge sharing into an organizational culture.

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