scholarly journals External Social Capital, Inter-Organizational Knowledge Trading and Enterprise Innovation Performance in Supply Chain: Evidence from Manufacturing Enterprises in China

2018 ◽  
Vol 6 (4) ◽  
pp. 308
Author(s):  
Chen Wei ◽  
Wang Qi
Keyword(s):  
Social Capital ◽  
Supply Chain ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Positive Impact ◽  
Organizational Knowledge ◽  
Innovation Performance ◽  
External Position ◽  
Enterprise Innovation ◽  
Relationship Capital

<em>Based on perspective of cooperative innovation in supply chain, a conceptual model for the effect of external social capital, inter-organizational knowledge trading on enterprise innovation performance is proposed and empirically tested using the data collected from 256 enterprises in supply chain through the structural equation modeling. The external social capital consists of external cognitive capital, external relationship capital, external structure capital and external position capital in this paper. Inter-organizational knowledge trading is divided into explicit knowledge trading and tacit knowledge trading. The results show that external structure capital and external position capital have significant positive impact on explicit knowledge trading, tacit knowledge trading and enterprise innovation performance. External cognitive capital has significant positive impact on explicit knowledge trading and tacit knowledge trading, it does not impact enterprise innovation performance significantly. Although external relationship capital has significant positive impact on tacit knowledge trading, it does not impact explicit knowledge trading and enterprise innovation performance significantly. Finally, we also find that explicit knowledge trading and tacit knowledge trading have significant positive impact on enterprise innovation performance.</em>

Knowledge sharing in the construction supply chain: collaborative innovation activities and BIM application on innovation performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Qiao Shi ◽  
Qiankun Wang ◽  
Zeng Guo
Keyword(s):  
Supply Chain ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Innovation Performance ◽  
Mediating Effect ◽  
Content Type ◽  
Innovation Activities ◽  
Collaborative Innovation ◽  
Tacit Knowledge Sharing

PurposeThis paper aimed to examine the role of knowledge sharing among member enterprises between collaborative innovation activities and innovation performance and between building information modeling (BIM) application and innovation performance in the construction supply chain.Design/methodology/approachThe structural equation model was used in this study. First, the hypothesis of the relationship between collaborative innovation activities, BIM application, knowledge sharing and innovation performance in the construction supply chain was proposed based on experience; then, the research data were collected by investigation; finally, this hypothesis was tested through data analysis.Findings(1) Collaborative innovation activities in the construction supply chain had a positive impact on explicit knowledge sharing, tacit knowledge sharing and innovation performance. (2) BIM application had a positive impact on explicit knowledge sharing and innovation performance, while it had no significant impact on tacit knowledge sharing. (3) Explicit knowledge sharing had no positive effect on innovation performance, while tacit knowledge sharing had positive effect on organizational performance. (4) Tacit knowledge sharing produced partial mediating effect between collaborative innovation activities, BIM application and innovation performance, while explicit knowledge sharing produced complete mediating effect between BIM application and tacit knowledge sharing.Originality/valueA relationship model among collaborative innovation activities, BIM application, explicit and tacit knowledge sharing and innovation performance in the construction supply chain was proposed, and the rationality of the model was verified by empirical analysis. Discovering the relationships between these factors can be not only conducive to mastering the effect of explicit and tacit knowledge sharing in the collaborative innovation process of construction supply chain, but also play a guiding role for the function development of BIM.

scholarly journals The Relationship between the Knowledge Heterogeneity and Innovation Performances of the Innovation Teams of College Students

2016 ◽  
Vol 12 (12) ◽  
pp. 181
Author(s):  
Dandan Yue ◽  
Wanming Chen
Keyword(s):  
College Students ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Negative Impact ◽  
Positive Impact ◽  
Innovation Performance ◽  
Mediating Effect ◽  
Innovation Teams ◽  
The Relationship

Based on the questionnaire survey of 102 innovation teams of college students, the relationship among knowledge heterogeneity, knowledge sharing and innovation performances is studied. Empirical results show that explicit knowledge heterogeneity has a direct positive impact on innovation performance; the pseudo tacit knowledge heterogeneity not only has a direct positive impact on innovation performance, but also affects the innovation performance through the mediating effect of knowledge sharing; the true tacit knowledge heterogeneity has negative impact on innovation performance, and knowledge sharing is also an intermediate variable between the two.

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.

scholarly journals Does the Technological Diversification and R&D Internationalization of eMNCs Promote Enterprise Innovation?

2021 ◽  
Vol 29 (5) ◽  
pp. 1-19
Author(s):  
Jing Li ◽  
Jun Wang
Keyword(s):  
Negative Binomial ◽  
Positive Impact ◽  
Institutional Development ◽  
Moderating Effect ◽  
Innovation Performance ◽  
Strategic Choices ◽  
Technological Diversification ◽  
Enterprise Innovation ◽  
Development Levels ◽  
The Impact

Under the background of digital economy, technological diversification and R&D internationalization are important strategic choices for eMNCs, represented by China, to seek advanced technological resources and create competitive advantages. This paper takes China's listed MNCs from 2009 to 2019 as the research object and applies a non-equilibrium panel negative binomial fixed effect regression to investigate the impact mechanism of technological diversification of China's MNCs on enterprise innovation performance and the moderating effect of overseas R&D networks. Results show that the related technological diversification of MNCs has a significant positive impact, and the unrelated technological diversification and their innovation performance are in inverted U-shaped relationship; overseas R&D networks have significant moderating effect while the breadth and depth of the moderating effect are not the same; significant differences exist in the moderating effect of overseas R&D networks due to the heterogeneity of institutional development levels among regions in China.

An Approach to Knowledge Management With an E-Learning Platform

2018 ◽  
pp. 668-684
Author(s):  
Henrique S. Mamede
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Organizational Knowledge ◽  
Management Process ◽  
Learning Platform ◽  
Working Solution ◽  
E Learning ◽  
Different Levels

Knowledge management is still a problem for many organizations and at two different levels: tacit knowledge, which typically resides in the head of each individual and gets lost for the organizations when a person goes to work with a different company; and explicit knowledge, which presents growing costs for its dissemination in the organization. In the chapter, the author proposes a model to address those problems, taking for base the SECI (socialization, externalization, combination, and internalization) model, originally developed for knowledge management, together with an e-learning platform and a set of activities as tools to implement a working solution. Such models have the ability to solve organizational knowledge problems, implementing a knowledge management process, allowing the transformation of tacit knowledge into explicit knowledge.

State of the Art in Semantic Organizational Knowledge

2021 ◽  
pp. 1762-1773
Author(s):  
Mamadou Tadiou Kone
Keyword(s):  
Semantic Web ◽  
Tacit Knowledge ◽  
Knowledge Creation ◽  
Linked Data ◽  
Explicit Knowledge ◽  
State Of The Art ◽  
Organizational Knowledge ◽  
Cultural Knowledge ◽  
Types Of Knowledge ◽  
Embedded Knowledge

This chapter proposes a state-of-the-art survey on the emerging field of Semantic Organizational Knowledge. This concept refers to the technologies of the Semantic Web and Linked Data applied to the principles and procedures of organizational knowledge. Originally, organizational Knowledge is described as the ability of employees of an organization to exercise judgment based on the history and collective understanding of a particular context. Researchers have identified the existence of several types of knowledge in organized contexts including explicit knowledge, tacit knowledge, cultural knowledge, and embedded knowledge. Along these lines, a number of issues must be addressed in order to apply Semantic Web and Linked Data technologies. The main objective of this chapter is to demonstrate that there exists substantial research that supports the use of the Semantic Web or Linked Data technologies to effectively support all aspects of knowledge creation, sharing, distribution, and acquisition.

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 Understanding the Impact of Social Capital on the Innovation Performance of Construction Enterprises: Based on the Mediating Effect of Knowledge Transfer

2021 ◽  
Vol 13 (9) ◽  
pp. 5099
Author(s):  
Qing’e Wang ◽  
Luwei Zhao ◽  
Alice Chang-Richards ◽  
Yuanyuan Zhang ◽  
Hujun Li
Keyword(s):  
Social Capital ◽  
Knowledge Transfer ◽  
Structural Equation ◽  
Positive Impact ◽  
Innovation Performance ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Construction Firms ◽  
Construction Enterprises ◽  
The Impact

In knowledge economy era, enterprise needs to innovate to maintain its advantages and competitiveness. Construction enterprises, being pillars of China’s economy and confronting the challenge brought by the strategy of “going out”, the call for their technology or management innovation was broadly pronounced across practical and academic fields. Social capital (SC), as a resource in a social network, is the basis for creating sustainable competitiveness and advantage for enterprises. The innovative achievements and innovation performance (IP) of enterprises are largely determined by their SC. To achieve competitiveness in the market, enterprises must carry out knowledge transfer (KT) with the other members of their networks. However, few scholars have examined weather SC has any effect on IP in construction enterprises. Using a KT perspective, this paper explored how SC affects the IP of construction enterprises. Based on the literature review and analysis, a conceptual model was constructed and validated using structural equation modeling (SEM). Through empirical analysis, the following conclusions were drawn: (1) SC has a positive impact on the IP of construction enterprises. Among them, the structural dimension (SD) and cognitive dimension (CD) have a significant positive impact on the IP of construction enterprises, while the relational dimension (RD) does not. (2) The SD, CD, and RD of construction enterprises’ SC have a positive influence on KT. (3) There are mediating effects of KT between SC and IP of construction firms, and they are partial. KT plays a partial mediating effect between SD, CD, and IP of construction firms. The research results can not only improve an understanding of effects of SC on IP of construction enterprises, but also validate the importance of KT in stimulating IP.

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.

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