scholarly journals Lean Construction and Organizational Knowledge Creation

2021 ◽  
Author(s):  
Bianca T. Trentin ◽  
Bernardo M. B. S. Etges
Keyword(s):  
Knowledge Creation ◽  
Organizational Knowledge ◽  
Lean Construction ◽  
Organizational Knowledge Creation

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.

The Impact of Culture on the Application of the SECI Model

2010 ◽  
pp. 26-47 ◽  
Author(s):  
Markus Haag ◽  
Yanqing Duan ◽  
Brian Mathews
Keyword(s):  
Organizational Culture ◽  
National Culture ◽  
Knowledge Creation ◽  
Explicit Knowledge ◽  
Organizational Knowledge ◽  
Seci Model ◽  
Organizational Knowledge Creation ◽  
Contextual Environment ◽  
The Impact

The concept of culture and its relationship with Nonaka’s SECI model, a widely used model of organizational knowledge creation, is discussed in this chapter. Culture, in various forms, is argued to impact on the SECI model and the model itself is embedded in a certain context. This context determines the characteristics of the knowledge creation modes as described by SECI and therefore makes the model either more, or less, pertinent in a given context. This is regardless of whether that context is primarily determined by national culture, organizational culture or other factors. Differences in emphases in a given contextual environment on either tacit or explicit knowledge also impacts on knowledge creation as defined by SECI. Finally, it is emphasized that being conscious of the cultural situatedness of the SECI model can lead to a more adequate use of the model for organizational knowledge creation.

Explaining organizational knowledge creation with a knowledge maturing model

2015 ◽  
Vol 13 (4) ◽  
pp. 361-381 ◽  
Author(s):  
Ronald Maier ◽  
Andreas Schmidt
Keyword(s):  
Knowledge Creation ◽  
Organizational Knowledge ◽  
Organizational Knowledge Creation

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.

School Innovation

2011 ◽  
Vol 39 (6) ◽  
pp. 676-694 ◽  
Author(s):  
Belinda McCharen ◽  
JiHoon Song ◽  
Jon Martens
Keyword(s):  
Organizational Learning ◽  
Knowledge Creation ◽  
Structural Equation ◽  
Process Model ◽  
Complex Structure ◽  
Organizational Knowledge ◽  
Learning Culture ◽  
Equation Modeling ◽  
Organizational Knowledge Creation ◽  
School Innovation

The primary aim of this research is to identify cultural determinants of organizational learning and knowledge creation practices, which could be the driving factors for the innovation process in school settings ( Mulford, 1998 ; Silins et al., 2002 ). A conceptual process model for school innovation was developed. In contrast to previous approaches, this research primarily focused on environmental factors and practical processes rather than on individual and policy-related components. The major factors and processes included a supportive learning culture, school autonomy of teachers and departmental collaboration in the school setting. Furthermore, as an endogenous variable of this research, a practical organizational knowledge creation process among teachers and administrators was measured. Organizational knowledge creation is the critical component for school reform and innovation. A Structural Equation Modeling (SEM) approach was used to evaluate the complex structure of the proposed research constructs. Results suggest that a supportive organizational learning culture positively and significantly impacts all three constructs, but that school job autonomy does not have a statistically significant direct impact on departmental creativity and knowledge creation practices in school systems. Conclusions, limitations and recommendations for further research are discussed.

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