Knowledge Creation and Sharing in Japanese Organisations

2011 ◽  
pp. 1-16
Author(s):  
Kiyoshi Murata
Keyword(s):  
Knowledge Management ◽  
Knowledge Creation ◽  
Social Dilemmas ◽  
Cultural Background ◽  
Theoretical Contribution ◽  
Cultural Systems ◽  
Organisational Knowledge ◽  
The Relationship ◽  
Knowledge Creation And Sharing

The Japanese contribution to knowledge management results from the work of Ikujiro Nonaka and his colleagues, who developed an Organisational Knowledge Creation Theory. In fact, throughout the literature the importance of these scholars in knowledge management is evidently recognisable. However, it is important to understand this theoretical contribution in the context of the socio-cultural background that pervades it. For that reason, this chapter explores the relationship between the Japanese school of knowledge management and the socio-cultural systems of Japan. Furthermore, the chapter also demonstrates that this relationship disrupts organisation’s ba (a field of knowledge creation and sharing), and as a consequence some social dilemmas arise, most importantly a degradation of trust.

Combining Software Engineering Elicitation Technique with the Knowledge Management Lifecycle

2012 ◽  
Vol 3 (1) ◽  
pp. 1-13 ◽  
Author(s):  
Diana-Marcela Vásquez-Bravo ◽  
Maria-Isabel Sánchez-Segura ◽  
Fuensanta Medina-Domínguez ◽  
Antonio Amescua
Keyword(s):  
Knowledge Management ◽  
Software Engineering ◽  
Knowledge Creation ◽  
Knowledge Elicitation ◽  
Elicitation Process ◽  
The Relationship ◽  
Epistemological Dimension

Knowledge elicitation process allows acquiring and transferring the knowledge. This process presents difficulties to select the appropriate elicitation technique. This paper presents a classification of the elicitation techniques used in software engineering and the relationship between the elicitation techniques and some elements of knowledge management as assets knowledge, epistemological dimension of knowledge and the knowledge creation phases. This classification provides a guideline to select a technique or a set of techniques for knowledge elicitation based on phases of Nonaka’s model.

scholarly journals The Mediating Role of Knowledge Management and the Moderating Part of Organizational Culture between HRM Practices and Organizational Performance

2015 ◽  
Vol 9 (1) ◽  
pp. 43 ◽  
Author(s):  
Ahmad A. Al-Tit
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Knowledge Creation ◽  
Positive Role ◽  
Mediating Role ◽  
Hrm Practices ◽  
The Impact ◽  
The Relationship

<p>The aim of this study was to investigate the relationship between human resource management (HRM) practices and organizational performance on the basis of 247 valid and reliable questionnaires distributed to managers at different management levels working in Jordanian manufacturing firms. The study also aimed to explore the mediating role of knowledge management as well as the moderating effect of organizational culture on the relationship between HRM practices and organizational performance. Ten HRM practices and 10 indicators of organizational performance were adopted for the purpose of this study. Knowledge management was measured by examining three processes; knowledge creation, sharing and utilization. Organizational culture was measured according to passive/defensive, aggressive/defensive and constructive cultures. The results of the study supported the presumed hypotheses. Hence, HRM practices significantly predicted organizational performance. Knowledge management mediated the relationship between HRM practices and organizational performance. Finally, it was found that organizational culture moderated the relationship between HRM practices and organizational performance as well as the relationship between HRM practices and knowledge management. Constructive cultures play a positive role in the relationship between HRM practices and organizational performance (OP), while defensive cultures negatively affect the relationship between HRM practices and knowledge management (KM). The main contribution of this study to the literature on HRM, KM and OP derives from the lack of prior studies addressing the same purposes as this study. The study informs researchers and managers that both knowledge management and organizational culture mediate and moderate the impact of HRM practices on organizational performance to a considerable extent.</p>

Foundations of Cross-Cultural Knowledge Management

2011 ◽  
pp. 139-162
Author(s):  
Nhu T. B Nguyen ◽  
Katsuhiro Umemoto
Keyword(s):  
Knowledge Management ◽  
Knowledge Creation ◽  
Cultural Knowledge ◽  
Cross Cultural ◽  
Cultural Environment ◽  
Cultural Management ◽  
Cross Cultural Management ◽  
The Relationship ◽  
Practical Implications

Although the term “Cross-Cultural Knowledge Management” (CCKM) appeared in the recent literature, no study has defined CCKM yet. This is the first study that discusses the process of cross-cultural knowledge creation. Reviewing the literature on the relationship between cross-cultural management (CCM) and knowledge management (KM), we found that the term CCKM is emerged from two streams. The first stream used CCKM to describe KM in a cross-cultural environment while the second stream explored culture as knowledge. Following two streams, we then define CCKM as a series of practices to recognize and understand cultural differences to develop a new culture thereby adjusting to cross-cultural environment. This definition helped us to examine the process of cross-cultural knowledge creation and the role of leadership in this process. Not only contributing to developing KM in a new way that can be applied to practice in utilizing and creating cross-cultural knowledge for KM activities, but this chapter also may have many practical implications for leaders to manage effectively cross-cultural knowledge of members in organizations.

Knowledge Management and Social Media in Tourism Industry

2018 ◽  
pp. 92-115 ◽  
Author(s):  
Rocco Agrifoglio ◽  
Concetta Metallo
Keyword(s):  
Social Media ◽  
Knowledge Management ◽  
Knowledge Creation ◽  
Tourism Industry ◽  
The Social ◽  
Knowledge Preservation ◽  
Knowledge Creation And Sharing ◽  
Shed Light

The chapter aims to provide an overview of the role of social media for knowledge management in tourism industry. Respect than traditional tools, the social media penetration within such industry is growing thanks to opportunity for travelers and travel professionals to access critical tourism knowledge everywhere and every time. Prior research has mainly focused on how social media are changing the tourism industry, while it is lacking enough the contribution of these technologies to managing touristic knowledge. This chapter seeks to shed light on how social media support knowledge management, with particular attention to knowledge creation, sharing, and preservation processes, in tourism industry. In particular, while knowledge creation and sharing process have attracted the attention of scholars, knowledge preservation via social media seems be still in its infancy stage.

A Conceptualisation of the Relationship Between Organisational Culture and Knowledge Management

2005 ◽  
Vol 04 (02) ◽  
pp. 113-124 ◽  
Author(s):  
Wei Zheng
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Organisational Culture ◽  
Absolute Necessity ◽  
Initial Effort ◽  
Organisational Knowledge ◽  
New Directions ◽  
Knowledge Management Practices ◽  
The Absolute ◽  
The Relationship

Organisational culture has been regarded as an important factor affecting knowledge management practices. This paper is an initial effort in constructing a new conceptualisation of the relationship between organisational culture and knowledge management. In view of this conceptualisation, organisational culture, rather than a mutually exclusive concept from organisational knowledge, overlaps with the concept of knowledge management. It highlights the absolute necessity to view organisational culture and knowledge management simultaneously. It also suggests new directions for managing organisational culture in the context of knowledge management.

scholarly journals Inter-Organisational Knowledge Transfer Process Model

2011 ◽  
pp. 641-648
Author(s):  
Shizhong Chen ◽  
Yanqing Duan ◽  
John S. Edwards
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Transfer Process ◽  
Knowledge Creation ◽  
Process Model ◽  
Empirical Studies ◽  
Management Process ◽  
Related Literature ◽  
Organisational Knowledge ◽  
Technology And Economy

Knowledge management (KM) is an emerging discipline (Ives, Torrey & Gordon, 1997) and characterised by four processes: generation, codification, transfer, and application (Alavi & Leidner, 2001). Completing the loop, knowledge transfer is regarded as a precursor to knowledge creation (Nonaka & Takeuchi, 1995) and thus forms an essential part of the knowledge management process. The understanding of how knowledge is transferred is very important for explaining the evolution and change in institutions, organisations, technology, and economy. However, knowledge transfer is often found to be laborious, time consuming, complicated, and difficult to understand (Huber, 2001; Szulanski, 2000). It has received negligible systematic attention (Huber, 2001; Szulanski, 2000), thus we know little about it (Huber, 2001). However, some literature, such as Davenport and Prusak (1998) and Shariq (1999), has attempted to address knowledge transfer within an organisation, but studies on inter-organisational knowledge transfer are still much neglected. An emergent view is that it may be beneficial for organisations if more research can be done to help them understand and, thus, to improve their inter-organisational knowledge transfer process. Therefore, this article aims to provide an overview of the inter-organisational knowledge transfer and its related literature and present a proposed inter-organisational knowledge transfer process model based on theoretical and empirical studies.

scholarly journals Inter-Organisational Knowledge Transfer Process Model

2011 ◽  
pp. 239-245 ◽  
Author(s):  
Shizhong Chen ◽  
Yanqing Duan ◽  
John S. Edwards
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Transfer Process ◽  
Knowledge Creation ◽  
Process Model ◽  
Empirical Studies ◽  
Management Process ◽  
Related Literature ◽  
Organisational Knowledge ◽  
Technology And Economy

Knowledge management (KM) is an emerging discipline (Ives, Torrey & Gordon, 1997) and characterised by four processes: generation, codification, transfer, and application (Alavi & Leidner, 2001). Completing the loop, knowledge transfer is regarded as a precursor to knowledge creation (Nonaka & Takeuchi, 1995) and thus forms an essential part of the knowledge management process. The understanding of how knowledge is transferred is very important for explaining the evolution and change in institutions, organisations, technology, and economy. However, knowledge transfer is often found to be laborious, time consuming, complicated, and difficult to understand (Huber, 2001; Szulanski, 2000). It has received negligible systematic attention (Huber, 2001; Szulanski, 2000), thus we know little about it (Huber, 2001). However, some literature, such as Davenport and Prusak (1998) and Shariq (1999), has attempted to address knowledge transfer within an organisation, but studies on inter-organisational knowledge transfer are still much neglected. An emergent view is that it may be beneficial for organisations if more research can be done to help them understand and, thus, to improve their inter-organisational knowledge transfer process. Therefore, this article aims to provide an overview of the inter-organisational knowledge transfer and its related literature and present a proposed inter-organisational knowledge transfer process model based on theoretical and empirical studies.

Innovation and Knowledge Management for Sustainability

2012 ◽  
pp. 365-383 ◽  
Author(s):  
René J. Jorna ◽  
Niels R. Faber
Keyword(s):  
Knowledge Management ◽  
Literature Review ◽  
Knowledge Creation ◽  
Driving Force ◽  
Social Systems ◽  
Changing Environments ◽  
Knowledge Innovation ◽  
New Knowledge ◽  
The Relationship ◽  
Special Case

This chapter supports the argument that innovation is a special case of knowledge management; it is about knowledge creation. With economic profit as its driving force, innovation is mostly short term and commercial, feeding the question whether innovation really can be applied to ecological and social systems. The problem concerns the goal of innovation: what does it suppose to realize? In this chapter, we combine knowledge management (KM) and innovation concepts with sustainability and we argue that as long as the emphasis in innovation is on “profit” and not on “people” and “planet” (the three P’s of sustainability) we have no guiding mechanism for innovation, namely the existence of a sustainable future. In a sustainable perspective, innovation becomes an instrument that benefits society at large. In this chapter, we explore concepts behind issues of KM and innovation through literature review and we argue along three lines of thinking. First, we demonstrate that innovation is knowledge creation at an individual and collective level. Second, we argue that innovation should be a means and not a goal. Third, we offer a perspective to operationalize the relationship between knowledge, innovation and sustainability. Sustainability as an issue requires adaptation of human and social systems to ever-changing environments. This continuous need for change demands people to constantly develop and obtain new knowledge to realize the balance between system and environment. We conclude this chapter by introducing concepts on Knowledge of Sustainability (KoS) and Sustainability of Knowledge (SoK) that form the synthesis of our discussion, and we set the outline of a framework for sustainable innovation.

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