Knowledge Articulation

This chapter illustrates the BKAP model with an extended ethnographic case to show how network and knowledge processes interact to produce routine-based innovative action over time. The chapter first provides relevant context for the automotive design process, after which the author walks through the extended case in three phases of activity and analysis: the first phase involves disruption of the existing design routine and the initial challenges experienced by the manual shifter “crunch team” in its efforts to respond to that disruption; the second and third phases contrast two pairs of actors (two engineers and two sets of designers) who attempt to mobilize support for innovation. In both phase two and phase three, successful innovation advocates mobilized action through brokerage and knowledge articulation to get new things done.

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Knowledge articulation dialog increases online university science course outcomes

Education and Information Technologies ◽

10.1007/s10639-010-9130-z ◽

2010 ◽

Vol 16 (2) ◽

pp. 123-137 ◽

Cited By ~ 7

Author(s):

Kenneth D. Strang

Keyword(s):

Knowledge Articulation ◽

Course Outcomes ◽

University Science

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Articulating Tacit Knowledge in Multinational E-Collaboration on New Product Designs

Global Business ◽

10.4018/978-1-60960-587-2.ch806 ◽

2011 ◽

pp. 2298-2330

Author(s):

Kenneth David Strang

Keyword(s):

Tacit Knowledge ◽

New Product Development ◽

Mobile Communications ◽

New Product ◽

Future Research ◽

Team Members ◽

Knowledge Innovation ◽

Communications Services ◽

Knowledge Articulation

An e-business new product development (NPD) knowledge articulation model is built from the interdisciplinary empirical and theoretical literature. The model is intended to facilitate a case study of a large multinational mobile communications services/products company (with team members in Europe, Asia and Australia). The NPD teams include subject matter experts that function as a community of practice, electronically collaborating in a virtual context. The knowledge created and shared in the NPD teams involve various unknown levels of tacit and explicit ideas, which are difficult to understand or assess. The goal of the research is to build a tacit knowledge articulation framework and measurement construct that can be used to understand how a successful (or unsuccessful) NPD team operates, in terms of knowledge innovation and productivity. Complex issues and controversies in knowledge management are examined to clarify terminology for future research.

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Creative Projects

Getting New Things Done ◽

10.11126/stanford/9780804760508.003.0003 ◽

2017 ◽

Author(s):

David Obstfeld

Keyword(s):

Learning Curve ◽

Conceptual Framework ◽

Organizational Routines ◽

Hypothetical Case ◽

Creative Project ◽

Knowledge Articulation ◽

Innovative Action ◽

Pragmatist Philosophy

A theory of the creative project—the underexamined, nonroutine trajectory for getting new things done—is the focus of this chapter. First, the chapter draws on insights from pragmatist philosophy with respect to the interplay of routine and nonroutine action. Next, the chapter summarizes the organizational literature’s treatment of routine and nonroutine innovative action and their expression in the learning-curve construct. The chapter next introduces a conceptual framework for action trajectories in project-based and routine-based innovation. The chapter then explores the role of brokerage and knowledge articulation in creative projects. This is followed by a brief examination of meta-routines and meta-trajectories. Next, the chapter provides exploratory criteria for making distinctions between innovation in creative projects and innovation in organizational routines. Finally, the chapter concludes with a hypothetical case of the Apple Watch to illustrate the concepts introduced here.

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