From Functional to Architectural Knowledge: A Process Model of Knowledge Integration

2014 ◽  
Vol 2014 (1) ◽  
pp. 15446
Author(s):  
Simge Tuna ◽  
Stefano Brusoni ◽  
Anja Schulze
Keyword(s):  
Process Model ◽  
Knowledge Integration ◽  
Architectural Knowledge

External Knowledge Integration

2011 ◽  
pp. 264-273
Author(s):  
Jeroen Kraaijenbrink ◽  
Fons Wijnhoven
Keyword(s):  
Knowledge Management ◽  
Process Model ◽  
Knowledge Integration ◽  
Organizational Processes ◽  
Holistic View ◽  
Academic Field ◽  
External Knowledge ◽  
Three Stages ◽  
The Creation

As an academic field, knowledge management has concentrated on the creation, storage, retrieval, transfer, and application of knowledge within organizations, while underexposing external knowledge (e.g., Alavi & Leidner, 2001). Although the importance of external knowledge is well recognized (e.g., Cohen & Levinthal, 1990), there remains a need for a better understanding of the organizational processes through which external knowledge is integrated (Grant, 1996; Ranft & Lord, 2002). In particular, we believe that a holistic view on knowledge integration (KI) is both important and lacking. In this article, we address this lacuna in the literature by proposing a process model of KI consisting of three stages¾identification, acquisition, and utilization of external knowledge. Our objective is to propose a model consisting of modular subprocesses that parsimoniously reflect the variety of KI concepts in the literature. This model is useful to scholars and practitioners because it provides a better understanding of the various KI subprocesses by putting them together in a coherent way. Such understanding serves as bedrock for solving KI problems and for designing KI solutions (cf. Markus, Majchrzak, & Gasser, 2002).

How does coopetition affect radical innovation? The roles of internal knowledge structure and external knowledge integration

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Huanhuan Chen ◽  
Yanhong Yao ◽  
Ao Zan ◽  
Elias G. Carayannis
Keyword(s):  
Knowledge Integration ◽  
Knowledge Structure ◽  
Radical Innovation ◽  
Content Type ◽  
External Knowledge ◽  
Mediating Role ◽  
Architectural Knowledge ◽  
The Relationship ◽  
Positive Effect

Purpose Building on the resource- and knowledge-based views, this paper aims to explore how coopetition affects radical innovation and the roles of knowledge structure and external knowledge integration in the relationship between coopetition and radical innovation. Design/methodology/approach This study proposes a research model to examine the mediating role of external knowledge integration on the coopetition-radical innovation link, where the mediation is moderated by the firm’s knowledge structure (including component knowledge and architectural knowledge). The authors use regression and bootstrapping to test the proposed model with survey data from 241 Chinese technology firms. Findings This study finds that coopetition positively affects radical innovation and the effect is fully mediated by external knowledge integration. Additionally, component knowledge negatively moderates the coopetition-external knowledge integration link and architectural knowledge positively moderates this relationship. Further, the mediating effect of external knowledge integration is also moderated by component knowledge and architectural knowledge. Practical implications Firms should engage in coopetition to promote radical innovation. Further, it is necessary for firms to appropriately manage coopetition according to their internal knowledge structure. Originality/value This study explains why scholars have different ideas about the relationship between coopetition and radical innovation by exploring the mediating role of external knowledge integration and the moderating effect of knowledge structure. Firms possess increased possibilities for knowledge leakage and partner opportunism with high levels of component knowledge, which will reduce the positive effect coopetition on external knowledge integration; thus, they are less likely to realize radical innovation. Instead, firms possess increased opportunities for resource sharing with high levels of architectural knowledge, thus improving the positive effect coopetition on external knowledge integration and they are more likely to achieve radical innovation.

scholarly journals Modelling knowledge integration process in early contractor involvement procurement at tender stage – a Western Australian case study

2017 ◽  
Vol 17 (4) ◽  
pp. 429-456 ◽  
Author(s):  
James Hastie ◽  
Monty Sutrisna ◽  
Charles Egbu
Keyword(s):  
Process Model ◽  
Knowledge Integration ◽  
Case Study Research ◽  
Process Models ◽  
Integration Process ◽  
Structured Interviews ◽  
Content Type ◽  
Procurement Method ◽  
Western Australian

Purpose This paper aims to disseminate the knowledge integration process modelling throughout the phases of the early contractor involvement (ECI) procurement methodology, to optimise the benefit of ECI procurement method. The development of the model was aimed at taking advantage from the associated benefits of integrating knowledge and of ECI procurement. ECI provides contractors with an alternative means to tendering, designing and constructing projects. Thus, this paper explores knowledge interconnectivity and its integration involving numerous disciplines with various stakeholders to benefit from the collaborative environment of ECI. Design/methodology/approach The methodology implemented in the research includes a thorough literature review to establish the characteristics of the ECI tender stage as well as the characteristics of knowledge to be integrated in an ECI setting. Following this, an embedded case study research methodology was used involving three healthcare ECI projects undertaken by a Western Australian commercial contractor through 20 semi-structured interviews and project archival study, followed by the development of knowledge integration process models throughout the ECI process of the studied cases. Findings The research findings provide the basis to develop a knowledge integration process model throughout the ECI stages. The tender stage was found to be the most crucial stage for knowledge integration, particularly from the main contractor’s perspective to impart change and to influence the project outcome. The outcome of this research identifies the richness and interconnectivity of knowledge throughout the knowledge integration process in an ECI project starting from the intra-organisational knowledge integration process followed by the inter-organisational process of knowledge integration. This inside-out perspective of knowledge integration also revealed the need for mapping the implementation of knowledge integration from instrumental to incremental approach throughout the ECI stages in optimising the intended benefits of integrating knowledge. Originality/value This paper reports the development of a knowledge integration process model with the view to optimise the management effectiveness of integrating knowledge in ECI projects. Although knowledge integration and ECI can be considered existing and widely accepted concepts, the novelty of this research lies in the specific use of the knowledge integration process to analyse the knowledge flow, transformation and, hence, management in ECI projects. As it has been acknowledged that knowledge integration is beneficial but also a complex process, the methodology implemented here in modelling the process can be used as the basis to model knowledge integration in other ECI projects to further capitalise from ECI as a collaborative procurement method.

External Knowledge Integration

2011 ◽  
pp. 308-319
Author(s):  
Jeroen Kraaijenbrink ◽  
Fons Wijnhoven
Keyword(s):  
Knowledge Management ◽  
Process Model ◽  
Knowledge Integration ◽  
Organizational Processes ◽  
Holistic View ◽  
Academic Field ◽  
External Knowledge ◽  
Three Stages ◽  
The Creation

As an academic field, knowledge management has concentrated on the creation, storage, retrieval, transfer, and application of knowledge within organizations, while underexposing external knowledge (e.g., Alavi & Leidner, 2001). Although the importance of external knowledge is well recognized (e.g., Cohen & Levinthal, 1990), there remains a need for a better understanding of the organizational processes through which external knowledge is integrated (Grant, 1996; Ranft & Lord, 2002). In particular, we believe that a holistic view on knowledge integration (KI) is both important and lacking. In this article, we address this lacuna in the literature by proposing a process model of KI consisting of three stages¾identification, acquisition, and utilization of external knowledge. Our objective is to propose a model consisting of modular subprocesses that parsimoniously reflect the variety of KI concepts in the literature. This model is useful to scholars and practitioners because it provides a better understanding of the various KI subprocesses by putting them together in a coherent way. Such understanding serves as bedrock for solving KI problems and for designing KI solutions (cf. Markus, Majchrzak, & Gasser, 2002).

External Knowledge Integration

2011 ◽  
pp. 180-187 ◽  
Author(s):  
Jeroen Kraaijenbrink ◽  
Fons Wijnhoven
Keyword(s):  
Knowledge Management ◽  
Process Model ◽  
Knowledge Integration ◽  
Organizational Processes ◽  
Holistic View ◽  
Academic Field ◽  
External Knowledge ◽  
Three Stages ◽  
The Creation

As an academic field, knowledge management has concentrated on the creation, storage, retrieval, transfer, and application of knowledge within organizations, while underexposing external knowledge (e.g., Alavi & Leidner, 2001). Although the importance of external knowledge is well recognized (e.g., Cohen & Levinthal, 1990), there remains a need for a better understanding of the organizational processes through which external knowledge is integrated (Grant, 1996; Ranft & Lord, 2002). In particular, we believe that a holistic view on knowledge integration (KI) is both important and lacking. In this article, we address this lacuna in the literature by proposing a process model of KI consisting of three stages¾identification, acquisition, and utilization of external knowledge. Our objective is to propose a model consisting of modular subprocesses that parsimoniously reflect the variety of KI concepts in the literature. This model is useful to scholars and practitioners because it provides a better understanding of the various KI subprocesses by putting them together in a coherent way. Such understanding serves as bedrock for solving KI problems and for designing KI solutions (cf. Markus, Majchrzak, & Gasser, 2002).

Process modeling: technological innovation to control the risk for perioperative positioning injury

2021 ◽  
Vol 74 (suppl 6) ◽  
Author(s):  
Ana Luzia Rodrigues ◽  
Fernanda Broering Gomes Torres ◽  
Eduardo Alves Portela Santos ◽  
Marcia Regina Cubas
Keyword(s):  
Decision Making ◽  
Technological Innovation ◽  
Business Process ◽  
Process Modeling ◽  
Process Model ◽  
Knowledge Integration ◽  
Nursing Practice ◽  
Business Process Model ◽  
Clinical Nursing ◽  
Operating Room Nurses

ABSTRACT Objectives: to report the construction of a process model to support the decision making of operating room nurses to control the risk for perioperative positioning injury. Methods: experience report on a process model that helps nurses with decision making regarding clients at risk for perioperative positioning injury. By following the steps, it was possible to identify intrinsic and extrinsic variables of the literature and of the workflows of teams involved in the positioning of the client for surgery. The Business Process Model and Notation, the Bizagi Modeler software and terms from the International Classification for Nursing Practice were used in the model. Results: the experience allowed the observation of the knowledge integration between different areas, which enabled the process modeling and its validation. Conclusions: process modeling is an innovative option for the development of support systems for clinical nursing decisions.

Process \'prǎ|,ses\n: The Action of Moving Forward Progressively from One Point to Another on the Way to Completion

1979 ◽  
Vol 44 (1) ◽  
pp. 3-30 ◽  
Author(s):  
Carol A. Pruning
Keyword(s):  
Process Model ◽  
Communicative Behaviors ◽  
Adult Level ◽  
Remedial Programs ◽  
Stage Process ◽  
The Way

A rationale for the application of a stage process model for the language-disordered child is presented. The major behaviors of the communicative system (pragmatic-semantic-syntactic-phonological) are summarized and organized in stages from pre-linguistic to the adult level. The article provides clinicians with guidelines, based on complexity, for the content and sequencing of communicative behaviors to be used in planning remedial programs.

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