Transforming I into we in organizational knowledge creation: A case study

2019 ◽  
Vol 30 (4) ◽  
pp. 565-582 ◽  
Author(s):  
Jisun Ahn ◽  
Ah Jeong Hong
Keyword(s):  
Knowledge Creation ◽  
Organizational Knowledge ◽  
Organizational Knowledge Creation

ASSESSING ORGANIZATIONAL KNOWLEDGE CREATION THEORY IN COLLABORATIVE R&D PROJECTS

2002 ◽  
Vol 06 (04) ◽  
pp. 387-418 ◽  
Author(s):  
WILLIAM H. A. JOHNSON
Keyword(s):  
Research And Development ◽  
Technological Innovation ◽  
Knowledge Creation ◽  
Collaborative Research ◽  
Organizational Knowledge ◽  
Technical Knowledge ◽  
Intensive Study ◽  
Organizational Knowledge Creation ◽  
Survey Results

The paper describes research from an intensive study of technological innovation in collaborative research and development (R&D) projects. Specifically, the factors of organizational knowledge creation presented by Nonaka and Takeuchi are extended into the inter-organizational realm by examining survey results of 25 collaborative R&D projects. A case study is also presented from a set of six in-depth cases from the study's population of projects. It was found that specification of goals and scanning of relevant environment factors were significant positive factors in successful technological innovation in this context. In general, the results presented in this paper indicate that inter-organizational collaboration in R&D may require different technical knowledge-creating factors or enabling conditions from the single organization situation. Practical and theoretical implications regarding the use of such managerial devices in successful technical knowledge creation strategies are also discussed.

MANAGEMENT PRACTICES FOR ORGANIZATIONAL KNOWLEDGE CREATION: RETAIL SECTOR ENTERPRISE CASE STUDY IN BRAZIL

2013 ◽  
Vol 4 (2) ◽  
pp. 1
Author(s):  
Marcelo Macedo ◽  
Ozéias Espíndola ◽  
Fernando Gauthier ◽  
Fernando Luiz Freitas Filho ◽  
Antônio José dos Santos
Keyword(s):  
Knowledge Creation ◽  
Management Practices ◽  
Organizational Knowledge ◽  
Retail Sector ◽  
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.

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