Revising the SECI Model for American Organizational Culture

2010 ◽  
pp. 44-56
Author(s):  
Jerry Westfall
Keyword(s):  
Organizational Culture ◽  
Knowledge Transfer ◽  
Culturally Relevant ◽  
Organizational Knowledge ◽  
Model Based ◽  
Seci Model ◽  
American Perspective ◽  
Japanese Perspective

This chapter discusses the revision of the SECI model originally based on Japanese organizational culture into a model based on American organizational culture. The argument presented is that the original SECI model was developed from a Japanese perspective that does not align well with the American perspective. The American perspective is much different than in other cultures because individualism is paramount, but when compared to the group-centric culture of Japan, the differences are made evident. The hope is that by converting the model to a culturally relevant one that it can be better used as a foundation for understanding organizational knowledge transfer thereby improving organizational memories.

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.

A model of mobile technologies acceptance for knowledge transfer by employees

2017 ◽  
Vol 21 (5) ◽  
pp. 1053-1076 ◽  
Author(s):  
Michal Kuciapski
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Conceptual Model ◽  
Mobile Devices ◽  
Mobile Technologies ◽  
Intention To Use ◽  
Content Type ◽  
Model Based ◽  
New Variables ◽  
Practical Implications

Purpose Although mobile devices are ubiquitous among employees, their awareness and readiness to use mobile technologies for competence development is still not widespread and therefore requires further exploration. The purpose of this study is to propose a conceptual model based on the unified theory of acceptance and use of technology (UTAUT) to explain the determinants that affect employees’ intention to use mobile devices and software for knowledge transfer during the process of knowledge management. Design/methodology/approach A conceptual model based on the UTAUT with new variables concerning relative usability (RU) and user autonomy (UA) and new connections between the determinants was developed as a result of a subject matter literature review. A structural equation modelling approach was used to validate the model on the basis of data collected via a survey collected from 371 employees from 21 sectors, both public and private. Findings The UTAUT model extended by new variables like RU and UA explains employee acceptance of mobile technologies for knowledge transfer reasonably well. New proposed variables highlighted that the usability of technology compared to other solutions and user autonomy in the selection and the use of applications have the strongest impact on the employees’ intention to use mobile devices and software for knowledge transfer. Research limitations/implications This model explains the 55 per cent behavioral intention of employees to use mobile technologies for knowledge transfer. Even though it is quite high in terms of acceptance theories, some new variables should be explored. Furthermore, study does not verify whether m-learning acceptance for knowledge transfer is sector-specific. Practical implications Mobile technologies used for knowledge transfer by employees should allow for high UA through their ability to select solutions that they find convenient, use of preferred platforms, personalize applications and utilize devices and software in various environments. They should not be simplified and should have the same functionality and efficiency of use as alternative solutions like web and desktop applications, even if additional effort to learn them would be required. Mobile technologies that take into account UA and RU support the process of employees capturing, distributing and effectively using knowledge. Originality/value The elaborated model provides a valuable solution with practical implications for increasing mobile technologies acceptance for knowledge transfer. The study results contribute both to knowledge management and technology acceptance research fields by introducing two new determinants for the acceptance of technologies in knowledge transfer, such as UA and RU with several additional connections between existing UTAUT variables.

scholarly journals Technological Knowledge Framework Towards Organizational Knowledge Transfer in Mexico

2013 ◽  
Vol 73 ◽  
pp. 556-563
Author(s):  
Valentino Morales López ◽  
Miguel Ortega Carrillo ◽  
Tania Poom Bustamente
Keyword(s):  
Knowledge Transfer ◽  
Organizational Knowledge ◽  
Technological Knowledge ◽  
Knowledge Framework

Knowledge Transfer in Project-Based Organizations: An Organizational Culture Perspective

2008 ◽  
Vol 39 (1) ◽  
pp. 7-15 ◽  
Author(s):  
Mian M. Ajmal ◽  
Kaj U. Koskinen
Keyword(s):  
Organizational Culture ◽  
Project Management ◽  
Knowledge Transfer ◽  
Conceptual Paper

This conceptual paper investigates the process of knowledge transfer in project-based organizations from the perspective of organizational culture. The paper identifies obstacles to knowledge transfer in project-based organizations and emphasizes the importance of organizational and project cultures in this process. The study provides some suggestions for improving knowledge transfer in project-based organizations and notes the implications of the paper for project management.

Cultural distance and inter-organizational knowledge transfer: a case study of a multinational company

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dasun Bhagya Sapuarachchi
Keyword(s):  
Knowledge Management ◽  
Sri Lanka ◽  
Knowledge Transfer ◽  
Cultural Distance ◽  
Organizational Knowledge ◽  
Multinational Companies ◽  
Cultural Dimensions ◽  
Business World ◽  
Content Type ◽  
The Usa

Purpose The purpose of this study is to explore a phenomenon in knowledge management that has been given scant attention: the influence of cultural distance on inter-organizational knowledge transfer in the context of multinational companies involving headquarters in the USA and a subsidiary in Sri Lanka. Design/methodology/approach Designed as a qualitative exploratory study, data was collected through in-depth interviews of 15 participants and documents review. Findings The findings of this study implied that the theoretically introduced cultural dimensions shall be relevant to analyze the phenomenon of this study. Consequently, through the findings of this study, it is argued that inter-organizational knowledge transfer in multinational companies is influenced by cultural distance. Research limitations/implications This study theoretically and empirically contributes to the debates on knowledge transfer in knowledge management research in general and, inter-organizational knowledge transfer in multinational companies between headquarters and subsidiaries with respect to the influence of cultural distance in particular, through the light of Trompenaars’ (1993) cultural dimensions theory. Practical implications The findings of this study could motivate the practitioners to take into account: the influence of cultural distance on inter-organizational knowledge transfer, if inter-organizational knowledge transfer happens in similar contexts: multinational companies with a headquarters in the USA (a western context) and a subsidiary in Sri Lanka (a non-western context) in the practical business world. Originality/value This study provides theoretical and empirical insights into the influence of cultural distance on inter-organizational knowledge transfer in multinational companies between headquarters and subsidiaries in the selected context while suggesting various avenues for further research toward the influence of cultural distance on such phenomenon in similar/dissimilar contexts.

Combining Model-Based $Q$ -Learning With Structural Knowledge Transfer for Robot Skill Learning

2019 ◽  
Vol 11 (1) ◽  
pp. 26-35 ◽  
Author(s):  
Zhen Deng ◽  
Haojun Guan ◽  
Rui Huang ◽  
Hongzhuo Liang ◽  
Liwei Zhang ◽  
...  
Keyword(s):  
Knowledge Transfer ◽  
Skill Learning ◽  
Structural Knowledge ◽  
Q Learning ◽  
Model Based

Improvement of Organizational Knowledge Transfer through Integration of Functional Silos in Smart Network

2015 ◽  
pp. 299-309
Author(s):  
Ivan Todorović ◽  
Mladen Čudanov ◽  
Stefan Komazec
Keyword(s):  
Public Sector ◽  
Knowledge Transfer ◽  
Organizational Structure ◽  
Organizational Knowledge ◽  
Public Enterprises ◽  
Organizational Models ◽  
Public Companies ◽  
The Public ◽  
Common Ownership ◽  
Isolated Structures

This chapter presents the possibility for improving inter-organizational knowledge transfer in the public sector by implementing adequate organizational change through analysis of public enterprises in one European capital. The structure of public enterprises is often fragmented in groups of specialized companies. Internal organizational models of particular companies are most often functional organizational structure models. Functional organizations are characterized by formation of organizational silos, where knowledge, power, and information can often be trapped and secluded from other parts of organization, among other structural weaknesses. Further, isolated structures exist not only on the level of functions within single organizations but also between different public companies in the same municipality, in spite of common ownership. Thus, knowledge transfer is restrained, not just among functions in individual organizations, but also on even higher levels, among different companies. The main purpose of this chapter is to describe how introduction of smarter, networked organizational forms can reduce these barriers and enable knowledge transfer.

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