Knowledge Warehouse

2011 ◽  
pp. 193-206
Author(s):  
Hamid Nemati ◽  
Natalie Steiger ◽  
David Steiger ◽  
Richard T. Herschel
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Knowledge Creation ◽  
Explicit Knowledge ◽  
Organizational Knowledge ◽  
Organizational Knowledge Creation ◽  
Decision Making Processes ◽  
Knowledge Spiral ◽  
Tacit And Explicit Knowledge

This paper proposes a knowledge warehouse architecture to enhance both DSS and knowledge management efforts. First, differences in data, information, and knowledge are discussed. Then, tacit and explicit knowledge, their relationship within the knowledge spiral, and their criticality to organizational knowledge creation and decision making are explored. Finally, a knowledge warehouse architecture is proposed which enhances all aspects of the knowledge spiral and the associated decision making processes.

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.

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 Management Challenges in the Non-Profit Sector

2011 ◽  
pp. 2348-2354 ◽  
Author(s):  
Paula M. Bach ◽  
Roderick L. Lee ◽  
John M. Carroll
Keyword(s):  
Knowledge Management ◽  
Knowledge Creation ◽  
Information Technologies ◽  
Theory Of The Firm ◽  
Organizational Knowledge ◽  
Management Program ◽  
Non Profit ◽  
Knowledge Based ◽  
Organizational Knowledge Creation ◽  
The Creation

The concept of knowledge management is rooted in cognitive psychology and organizational theory. Knowledge management is concerned with the creation, storage, and distribution of knowledge by groups, organizations, and communities. Two theoretical frameworks are instrumental in shaping the knowledge management discourse: organizational knowledge creation (Nonaka, 1994) and organizational knowledge (Spender, 1996). Widely cited in the literature is Ikujiro Nonaka’s (1994) explication of the epistemological and ontological dimensions of organizational knowledge creation. Michael Polanyi (1966), makes a distinction between tacit and explicit (codi- fied) knowledge in the epistemological dimension, whereas social interaction is the foundation of the ontological dimension. Over the years, the term knowledge management has been conflated with organizational learning and memory. Realizing that knowledge, memory, and learning are all interrelated, John-Christopher Spender (1996) proposed a knowledge-based theory of the firm. The knowledge-based theory of the firm is primarily concerned with the collective capabilities of generating, combining, and applying knowledge. Given the advances in computing and telecommunications technologies, scholars have considered how information technologies can be used strategically to facilitate knowledge management (Alavi & Leidner, 2001). For example, wikis, blogs, content management systems, and the like provide dynamic infrastructures that support the creation, transfer, and application of knowledge. More importantly, these tools enhance organizational memory that can subsequently be shared across time and space. However, a knowledge friendly culture (Davenport & Prusak, 1998) precedes an effective knowledge management program. The purpose of this article is to explore the challenges that arise in nonprofit settings, particularly the ways in which knowledge is stored and transmitted through an organization’s culture. We propose two key challenges that influence organizational culture: acceptance of change and leaders’ ability to develop a knowledge friendly culture. We conclude with a discussion on the role that these factors played in constraining a knowledge friendly culture in two case studies.

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.

scholarly journals Collaborative Technologies for Knowledge Management: Making the Tacit Explicit?

10.28945/2567 ◽  
2002 ◽  
Author(s):  
Vicki Romaldi
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Knowledge Creation ◽  
Explicit Knowledge ◽  
Critical Component ◽  
Collaborative Technologies ◽  
Organisational Knowledge ◽  
Tacit And Explicit Knowledge ◽  
Knowledge Management Initiatives

The theory of organisational knowledge creation indicates the distinction between tacit and explicit knowledge is extremely important in corporate knowledge management efforts. Additionally, in this context, the sharing of tacit knowledge is considered to be a critical component of successful knowledge management initiatives. This paper explores the value of using collaborative technologies as enablers of knowledge management. It primarily focuses on the conversion of tacit knowledge to explicit knowledge through the use of technologies with hyperlinking and hypermedia capabilities. Organisational issues surrounding the capture of tacit knowledge are also introduced by discussing the essential ingredients of successful knowledge management programs.

scholarly journals Investigating the appropriateness of the theory of organisational knowledge creation as a management model for practice-led research

Literator ◽  
2012 ◽  
Vol 33 (1) ◽  
Author(s):  
Ian R. Marley
Keyword(s):  
Knowledge Management ◽  
Knowledge Creation ◽  
Explicit Knowledge ◽  
Theory And Practice ◽  
Research Projects ◽  
Holistic View ◽  
North West ◽  
The North ◽  
Organisational Knowledge ◽  
Tacit And Explicit Knowledge

This article explores ways in which current practice of conducting multipractitioner practiceled research projects in the creative disciplines (Graphic Design, History of Art and Creative Writing) at the North-West University, Potchefstroom Campus, may benefit from the application of a specific managerial theory which focuses on knowledge creation. To this end, the concepts propounded in the theory of organisational knowledge creation, as conceptualised by Nonaka and colleagues, are investigated and a number of compatible and complementary aspects shared by this theory and practice-led research are highlighted. Guiding this article was the argument that the conceptualisation of knowledge as a subjective and socially constructed phenomenon is central to both this theory and research mode. Furthermore, I argue that an integration of tacit and explicit knowledge provides for a holistic view of knowledge that would not be possible if one were to view knowledge in reductively scientific terms. Consequently, the transdisciplinary practice-based research project, Transgressions and boundaries of the page is analysed in terms of the socialisation, externalisation, combination and internalisation(SECI) knowledge conversion modes, which are the driving force, facilitating the move from tacit to explicit knowledge by means of social interaction. The aim of the Transgressions and boundaries of the page project was to create an exhibition of artists’ books, which would form the beginning of a knowledge creation cycle. Forty artists were invited to create artists’ books for exhibitions held in Stellenbosch, Potchefstroom and Johannesburg in 2010. Those artists involved were selected from various fields of arts as well as related fields. It is concluded that the utilisation of knowledge management in multipractitioner practice-led research projects such as this one, within the creative disciplines at the North-West University, Potchefstroom Campus, will facilitate a better understanding of knowledge management and will yield more effective knowledge creation in that both tacit and explicit knowledge is utilised optimally.

scholarly journals A Meta-Model Integration for Supporting Knowledge Discovery in Specific Domains: A Case Study in Healthcare

Sensors ◽  
2020 ◽  
Vol 20 (15) ◽  
pp. 4072
Author(s):  
Andrea Vázquez-Ingelmo ◽  
Alicia García-Holgado ◽  
Francisco José García-Peñalvo ◽  
Roberto Therón
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Explicit Knowledge ◽  
Meta Model ◽  
Model Driven ◽  
Context Learning ◽  
Management Processes ◽  
Decision Making Processes ◽  
Definition Of

Knowledge management is one of the key priorities of many organizations. They face different challenges in the implementation of knowledge management processes, including the transformation of tacit knowledge—experience, skills, insights, intuition, judgment and know-how—into explicit knowledge. Furthermore, the increasing number of information sources and services in some domains, such as healthcare, increase the amount of information available. Therefore, there is a need to transform that information in knowledge. In this context, learning ecosystems emerge as solutions to support knowledge management in a different context. On the other hand, the dashboards enable the generation of knowledge through the exploitation of the data provided from different sources. The model-driven development of these solutions is possible through two meta-models developed in previous works. Even though those meta-models solve several problems, the learning ecosystem meta-model has a lack of decision-making support. In this context, this work provides two main contributions to face this issue. First, the definition of a holistic meta-model to support decision-making processes in ecosystems focused on knowledge management, also called learning ecosystems. The second contribution of this work is an instantiation of the presented holistic meta-model in the healthcare domain.

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.

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