Commenced in January 2007
Frequency: Monthly
Edition: International
Paper Count: 5

knowledge creation Related Publications

5 Knowledge and Organisational Success: Developing a Scale of Knowledge Framework

Authors: Mohammed Almohammedali, Peter Duncan, David Edgar

Abstract:

The aim of this exploratory research is to understand further how organisations can evaluate their activities, which generate knowledge creation, to meet changing stakeholder expectations. A Scale of Knowledge (SoK) Framework is proposed which links knowledge management and organisational activities to changing stakeholder expectations. The framework was informed by the knowledge management literature, as well as empirical work conducted via a single case study of a multi-site hospital organisation in Saudi Arabia. Eight in-depth semi-structured interviews were conducted with managers from across the organisation regarding current and future stakeholder expectations, organisational strategy/activities and knowledge management. Data were analysed using thematic analysis and a hierarchical value map technique to identify activities that can produce further knowledge and consequently impact on how stakeholder expectations are met. The SoK Framework developed may be useful to practitioners as an analytical aid to determine if current organisational activities produce organisational knowledge which helps them meet (increasingly higher levels of) stakeholder expectations. The limitations of the research and avenues for future development of the proposed framework are discussed.

Keywords: Knowledge Management, knowledge creation, organisational knowledge, scale of knowledge, knowledge impact

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4 Mastering the Innovation Paradox: The Five Unexpected Qualities of Innovation Leaders

Authors: Michelle Marquard, Murtuza Ali Lakhani

Abstract:

From an organizational perspective, leaders are a variation of the same talent pool in that they all score a larger than average value on the bell curve that maps leadership behaviors and characteristics, namely competence, vision, communication, confidence, cultural sensibility, stewardship, empowerment, authenticity, reinforcement, and creativity. The question that remains unanswered and essentially unresolved is how to explain the irony that leaders are so much alike yet their organizations diverge so noticeably in their ability to innovate. Leadership intersects with innovation at the point where human interactions get exceedingly complex and where certain paradoxical forces cohabit: conflict with conciliation, sovereignty with interdependence, and imagination with realism. Rather than accepting that leadership is without context, we argue that leaders are specialists of their domain and that those effective at leading for innovation are distinct within the broader pool of leaders. Keeping in view the extensive literature on leadership and innovation, we carried out a quantitative study with data collected over a five-year period involving 240 participants from across five dissimilar companies based in the United States. We found that while innovation and leadership are, in general, strongly interrelated (r = .89, p = 0.0), there are five qualities that set leaders apart on innovation. These qualities include a large radius of trust, a restless curiosity with a low need for acceptance, an honest sense of self and other, a sense for knowledge and creativity as the yin and yang of innovation, and an ability to use multiple senses in the engagement with followers. When these particular behaviors and characteristics are present in leaders, organizations out-innovate their rivals by a margin of 29.3 per cent to gain an unassailable edge in a business environment that is regularly disruptive. A strategic outcome of this study is a psychometric scale named iLeadership, proposed with the underlying evidence, limitations, and potential for leadership and innovation in organizations.c

Keywords: Communication, Leadership, Innovation, Vision, Creativity, Stewardship, knowledge creation, Empowerment, influence, sense of community, ileadership, emotional connection, group membership

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3 Effect of Shared Competences in Industrial Districts on Knowledge Creation and Absorptive Capacity

Authors: César Camisón-Zornoza, Beatriz Forés-Julián, Alba Puig-Denia

Abstract:

The literature has argued that firms based in industrial districts enjoy advantages for creating internal knowledge and absorbing external knowledge as a consequence of to the knowledge flows and spillovers that exist in the district. However, empirical evidence to show how belonging to an industrial district affects the business processes of creation and absorption of knowledge is scarce and, moreover, empirical research has not taken into account the influence of variations in the flows of knowledge circulating in each cluster. This study aims to extend empirical evidence on the effect that the stock of shared competencies in industrial districts has on the business processes of creation and absorption of knowledge, through data from an initial study on 952 firms and 35 industrial districts in Spain.

Keywords: knowledge creation, industrial district, organisational learning, absorptive capacity

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2 Knowledge Creation and Innovation in Classroom

Authors: Salina Daud, Rabiah Eladwiah Abdul Rahim, Rusnita Alimun

Abstract:

The concepts of knowledge creation and innovation have a strong relationship but this relationship has not been examined systematically. This study examines the utilization of knowledge creation processes of the Theory of Knowledge Creation in Higher Education Institutions. These processes consist of socialization, externalization, combination and internalization. This study suggests that the utilization of these processes will give impacts on innovation in academic performance. A cross-sectional study was conducted using survey questionnaires to collect data of the utilization of knowledge creation processes and classroom-s innovation. The samples are Business Management students of a Malaysian Higher Education Institution. The results of this study could help Higher Education Institutions to enrich the learning process of students through knowledge creation and innovation.

Keywords: Innovation, knowledge creation, business schools

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1 Knowledge Impact on Measurement: A Conceptual Metric for Evaluating Performance Improvement (PI) at the Kuwait Institute for Scientific Research (KISR)

Authors: AlMatrouk H. S., Juszczak M. D.

Abstract:

Research and development R&D work involves enormous amount of work that has to do with data measurement and collection. This process evolves as new information is fed, new technologies are utilized, and eventually new knowledge is created by the stakeholders i.e., researchers, clients, and end-users. When new knowledge is created, procedures of R&D work should evolve and produce better results within improved research skills and improved methods of data measurements and collection. This measurement improvement should then be benchmarked against a metric that should be developed at the organization. In this paper, we are suggesting a conceptual metric for R&D work performance improvement (PI) at the Kuwait Institute for Scientific Research (KISR). This PI is to be measured against a set of variables in the suggested metric, which are more closely correlated to organizational output, as opposed to organizational norms. The paper also mentions and discusses knowledge creation and management as an addedvalue to R&D work and measurement improvement. The research methodology followed in this work is qualitative in nature, based on a survey that was distributed to researchers and interviews held with senior researchers at KISR. Research and analyses in this paper also include looking at and analyzing KISR-s literature.

Keywords: knowledge creation, Performance Improvement (PI), Conceptual Metric, Knowledge Management (KM) addedvalue

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