The Role of Knowledge Management in Innovation

2009 ◽  
Vol 08 (04) ◽  
pp. 317-330 ◽  
Author(s):  
Meeta Dasgupta ◽  
A. Sahay ◽  
R. K. Gupta
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Knowledge Capital ◽  
Economic Success ◽  
Knowledge Based ◽  
Talent Pool ◽  
Innovation Projects ◽  
Innovation Practices

Research on innovation practices reinforces the notion that majority of innovation projects fail systematically due to being managed as raw technology projects. Open forms of innovation where internal and external ideas are leveraged across the organisation are gaining importance over the internal and centralised approach to R&D. India, during the last 15 years, has been spiralling ahead towards ultimate economic success based on its 'knowledge-based talent pool'. Innovation has become a top strategic focus for most Indian companies. Seeing the growing importance of innovation and knowledge management, a need was felt to understand how organisations manage their knowledge capital so as to promote innovation. This paper aims to provide insights into how an organisation manages knowledge through culture, structure, technology and leadership, so as to promote acquisition and application of knowledge which leads to innovation. The study brings out the importance of tacit knowledge embedded in the firm's culture, structure and leadership as a complement to the explicit knowledge embedded in the firm's technology and documents.

TQM and Knowledge Management

2017 ◽  
pp. 236-263 ◽  
Author(s):  
Luis Mendes
Keyword(s):  
Knowledge Management ◽  
Quality Management ◽  
Total Quality Management ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Quality Management System ◽  
Conversion Process ◽  
Total Quality ◽  
Knowledge Based ◽  
Strategic Approach

During the last decades, both quality management and Knowledge Management (KM) have undergone a progressive evolution and have been associated with keywords such as competition, creativity, or innovativeness. Moreover, literature points to several commonalities between Total Quality Management (TQM) and Knowledge Management. The main aim of this chapter is to highlight the main commonalities, and to analyze how organizations may benefit from a dual strategic approach based on TQM and KM principles, and how integrated knowledge-based quality management system may benefit the “conversion” process of tacit knowledge into explicit knowledge, as well as the knowledge transfer/sharing process.

Social Network Structures for Explicit, Tacit and Potential Knowledge

2011 ◽  
pp. 81-90
Author(s):  
Anssi Smedlund
Keyword(s):  
Knowledge Management ◽  
Social Network ◽  
Tacit Knowledge ◽  
Network Structure ◽  
Explicit Knowledge ◽  
Network Structures ◽  
Underlying Assumption ◽  
Knowledge Assets ◽  
Social Network Structure

The purpose of this conceptual article is to develop argumentation of the knowledge assets of a firm as consisting of three constructs, to extend the conventional explicit, tacit dichotomy by including potential knowledge. The article highlights the role of knowledge, which has so far not been utilized in value creation. The underlying assumption in the article is that knowledge assets can be thought of as embedded in the relationships between individuals in the firm, rather than possessed by single actors. The concept of potential knowledge is explained with selected social network and knowledge management literature. The findings suggest that the ideal social network structure for explicit knowledge is centralized, for tacit knowledge it is distributed, and for potential knowledge decentralized. Practically, the article provides a framework for understanding the connection between knowledge assets and social network structures, thus helping managers of firms in designing suitable social network structures for different types of knowledge.

Social Network Structures for Explicit, Tacit and Potential Knowledge

2010 ◽  
pp. 1947-1956
Author(s):  
Anssi Smedlund
Keyword(s):  
Knowledge Management ◽  
Social Network ◽  
Tacit Knowledge ◽  
Network Structure ◽  
Explicit Knowledge ◽  
Network Structures ◽  
Underlying Assumption ◽  
Knowledge Assets ◽  
Social Network Structure

The purpose of this conceptual article is to develop argumentation of the knowledge assets of a firm as consisting of three constructs, to extend the conventional explicit, tacit dichotomy by including potential knowledge. The article highlights the role of knowledge, which has so far not been utilized in value creation. The underlying assumption in the article is that knowledge assets can be thought of as embedded in the relationships between individuals in the firm, rather than possessed by single actors. The concept of potential knowledge is explained with selected social network and knowledge management literature. The findings suggest that the ideal social network structure for explicit knowledge is centralized, for tacit knowledge it is distributed, and for potential knowledge decentralized. Practically, the article provides a framework for understanding the connection between knowledge assets and social network structures, thus helping managers of firms in designing suitable social network structures for different types of knowledge.

scholarly journals The Contribution Of Social Capital And Knowledge Management Towards Sme (Small And Medium Enterprises) Fishery In Ambon City

2019 ◽  
Vol 8 (1) ◽  
pp. 30-35
Author(s):  
Jolyne Myrell Parera
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Explicit Knowledge ◽  
Small And Medium Enterprises ◽  
Global Competitiveness ◽  
Descriptive Research ◽  
Knowledge Based ◽  
The Social ◽  
Medium Enterprises

Globalization era is marked by the vast development of knowledge, technology and information, which is competitively incline. Considering the fact that the global competitiveness continously grows tighter, the paradigm needs to change from resources-based competitiveness to knowledge-based competitiveness. The study on knowledge management towards fishery SMEs (Small and Medium Entreprises) tends to apply tacit knowledge directly among the persons rather than the explicit knowledge. The knowledge management is believed to be invented due to the role of the social capital in the form of trust, norm, and network that proceeds continuously among both the internal SMEs and external institutions. This research was conducted in Ambon as one of the ‘minapolitan area’ in Indonesia, and employed descriptive research method and phenomenology approach based on the assumption of reality reconstruction. As the result, this research found that the knowledge management is evidently created as a form of the social capital role both inside and outside the fishery SMEs areas.

scholarly journals How do Knowledge Management Practices Affect Sustainable Balanced Performance? Mediating Role of Innovation Practices

2019 ◽  
Vol 11 (18) ◽  
pp. 5129 ◽  
Author(s):  
Changiz Valmohammadi ◽  
Javad Sofiyabadi ◽  
Bahare Kolahi
Keyword(s):  
Factor Analysis ◽  
Knowledge Management ◽  
Empirical Study ◽  
Management Practices ◽  
Mediating Role ◽  
Knowledge Based ◽  
Industrial Companies ◽  
Knowledge Management Practices ◽  
Innovation Practices

The main purpose of this study is to investigate the mediating role of innovation practices (IP) amidst relations of knowledge management practices (KMP) and sustainable balanced performance (SBP). Furthermore, this research illustrates a comprehensive empirical study in the Iranian knowledge-based industrial companies that are the manufacturers of advanced machineries and equipment. First- and second-order exploratory factor analysis (EFA) was done to confirm constructs validity. Then, relations among variables were studied by applying the partial least squares (PLS) technique to collected data from 104 industrial knowledge-based companies. The results obtained from the analysis supported all the research hypotheses. KPM significantly and strongly affects IP and SBP. Also, IP mediates the relations between KPM and SBP in industrial knowledge-based firms.

The strategic importance of tacit knowledge management activities in construction

2010 ◽  
Vol 10 (2) ◽  
pp. 138-163 ◽  
Author(s):  
L. Chen ◽  
Sherif Mohamed
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Business Performance ◽  
Explicit Knowledge ◽  
Business Environment ◽  
Professional Staff ◽  
Sampling Frame ◽  
Content Type ◽  
Strategic Role

PurposeTacit knowledge is perceived as the most strategically important resource of the construction organisation, and the only renewable and sustainable base for its activities and competitiveness. Knowledge management (KM) activities that deal with tacit knowledge are essential in helping an organisation to achieve its long‐term organisational objectives. The purpose of this paper is to provide empirical evidence for the stronger strategic role of tacit KM in comparison to explicit KM.Design/methodology/approachA questionnaire survey was administered in 2005 to a sample of construction contractors operating in Hong Kong to elicit opinions on the internal business environment, intensity of KM activities as executed by targeted organisations, and contribution of these activities to business performance (BP). A total of 149 usable responses were received from 99 organisations representing about 38 per cent of the sampling frame. The statistical analyses helped to map the reported KM activities into two groups that, respectively, deal with tacit and explicit knowledge. The sensitivity to variations of organisational policies and strength of association with BP in relation to the two groups of KM activities were also compared empirically. A total of 15 interviews with the managerial and professional staff of leading contractors was undertaken to provide insightful narratives of KM implementations.FindingsThe effective implementation of organisational policies, such as encouraging innovations and strengthening strategic guidance for KM, would facilitate human interactions of tacit KM. Higher intensity of activities in managing tacit knowledge would ultimately help the organisations to achieve economic gain in the long run.Originality/valueThe stronger strategic role of tacit KM is empirically investigated and established within the context of construction organisations.

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.

scholarly journals Knowledge audit as an important tool in organizational management: A review of literature

2021 ◽  
pp. 026638212098603
Author(s):  
Lateef Ayinde ◽  
Ibrahim Oluwapelumi Orekoya ◽  
Qaozara Adebanke Adepeju ◽  
Adeyinka M Shomoye
Keyword(s):  
Knowledge Management ◽  
Explicit Knowledge ◽  
Research Question ◽  
International Standards ◽  
National Standards ◽  
Review Of Literature ◽  
Important Conclusion ◽  
Knowledge Audit ◽  
Review Current

The purpose of this paper is to review current literature on knowledge management and highlight the importance of knowledge audit in bringing about a holistic knowledge solution to knowledge management. Based on the review of literature on knowledge management, this study points out the role of knowledge audit in solving the challenges in organizations’ tacit and explicit knowledge. Specifically, the paper concentrates on knowledge audit, knowledge risk and international and national standards on knowledge audit processes. The contribution of this study to literature are the suggestions that knowledge risk and international standards procedures could be applied to knowledge audit. The important conclusion of this paper is that knowledge risk management has not been fully explored in the study of knowledge audit. The paper addresses the research question of what organizations must embark on in the process of knowledge audit. The paper attempts to provide answer to the question by highlighting the importance of knowledge audit and the reasons why organizations carry out knowledge audit, and also the existing knowledge audit frameworks and methodologies.

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.

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