Commenced in January 2007
Frequency: Monthly
Edition: International
Paper Count: 12

Search results for: knowledge creation

12 Knowledge Transfer among Cross-Functional Teams as a Continual Improvement Process

Authors: Sergio Mauricio Pérez López, Luis Rodrigo Valencia Pérez, Juan Manuel Peña Aguilar, Adelina Morita Alexander

Abstract:

The culture of continuous improvement in organizations is very important as it represents a source of competitive advantage. This article discusses the transfer of knowledge between companies which formed cross-functional teams and used a dynamic model for knowledge creation as a framework. In addition, the article discusses the structure of cognitive assets in companies and the concept of "stickiness" (which is defined as an obstacle to the transfer of knowledge). The purpose of this analysis is to show that an improvement in the attitude of individual members of an organization creates opportunities, and that an exchange of information and knowledge leads to generating continuous improvements in the company as a whole. This article also discusses the importance of creating the proper conditions for sharing tacit knowledge. By narrowing gaps between people, mutual trust can be created and thus contribute to an increase in sharing. The concept of adapting knowledge to new environments will be highlighted, as it is essential for companies to translate and modify information so that such information can fit the context of receiving organizations. Adaptation will ensure that the transfer process is carried out smoothly by preventing "stickiness". When developing the transfer process on cross-functional teams (as opposed to working groups), the team acquires the flexibility and responsiveness necessary to meet objectives. These types of cross-functional teams also generate synergy due to the array of different work backgrounds of their individuals. When synergy is established, a culture of continuous improvement is created.

Keywords: Knowledge transfer, continuous improvement, teamwork, cognitive assets.

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11 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 creation, knowledge management, organisational knowledge, scale of knowledge, knowledge impact.

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10 Complexity Leadership and Knowledge Management in Higher Education

Authors: Prabhakar Venugopal Gantasala

Abstract:

Complex environments triggered by globalization have necessitated new paradigms of leadership – Complexity Leadership that encompass multiple roles that leaders need to take upon. Success of Higher Education institutions depends on how well leaders can provide adaptive, administrative and enabling leadership. Complexity Leadership seems all the more relevant for institutions that are knowledge-driven and thrive on Knowledge creation, Knowledge storage and retrieval, Knowledge Sharing and Knowledge applications. Discussed in this paper are the elements of Globalization and the opportunities and challenges that are brought forth by globalization. The Complexity leadership paradigm in a knowledge-based economy and the need for such a paradigm shift for higher education institutions is presented. Further, the paper also discusses the support the leader requires in a knowledge-driven economy through knowledge management initiatives.

Keywords: Globalization, Complexity Leadership, Knowledge Management.

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9 Improving Knowledge Management Practices in the South African Healthcare System

Authors: Kgabo H. Badimo, Sheryl Buckley

Abstract:

Knowledge is increasingly recognised in this, the knowledge era, as a strategic resource, by public sector organisations, in view of the public sector reform initiatives. People and knowledge play a vital role in attaining improved organisational performance and high service quality. Many government departments in the public sector have started to realise the importance of knowledge management in streamlining their operations and processes. This study focused on knowledge management in the public healthcare service organisations, where the concept of service provider competitiveness pales to insignificance, considering the huge challenges emanating from the healthcare and public sector reforms. Many government departments are faced with challenges of improving organisational performance and service delivery, improving accountability, making informed decisions, capturing the knowledge of the aging workforce, and enhancing partnerships with stakeholders. The purpose of this paper is to examine the knowledge management practices of the Gauteng Department of Health in South Africa, in order to understand how knowledge management practices influence improvement in organisational performance and healthcare service delivery. This issue is explored through a review of literature on dominant views on knowledge management and healthcare service delivery, as well as results of interviews with, and questionnaire responses from, the general staff of the Gauteng Department of Health. Web-based questionnaires, face-to-face interviews and organisational documents were used to collect data. The data were analysed using both the quantitative and qualitative methods. The central question investigated was: To what extent can the conditions required for successful knowledge management be observed, in order to improve organisational performance and healthcare service delivery in the Gauteng Department of Health. The findings showed that the elements of knowledge management capabilities investigated in this study, namely knowledge creation, knowledge sharing and knowledge application, have a positive, significant relationship with all measures of organisational performance and healthcare service delivery. These findings thus indicate that by employing knowledge management principles, the Gauteng Department of Health could improve its ability to achieve its operational goals and objectives, and solve organisational and healthcare challenges, thereby improving organisational performance and enhancing healthcare service delivery in Gauteng.

Keywords: Knowledge Management, Healthcare Service Delivery, Public Healthcare, Public Sector.

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

Authors: Murtuza Ali Lakhani, Michelle Marquard

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: Innovation, leadership, ileadership, stewardship, communication, empowerment, creativity, vision, influence, emotional connection, group membership, sense of community, knowledge creation.

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7 Knowledge Management Model for Modern Retail Business: A Conceptual Framework

Authors: M. W. Yip, H. H. Ng, S. Din, N. Abu Bakar

Abstract:

This paper reviewed the relationships between the Knowledge Management (KM) activities and its perceived benefits in the knowledge based organisations. KM activities include: knowledge identification, knowledge acquisition, knowledge application, knowledge sharing, knowledge creation and knowledge preservation. And the perceived benefits of KM are fast customer responsiveness, operation excellence and high innovative intensity.  Based on the above review, a conceptual framework for KM implementation in retail business organisations has been proposed. Finally the paper forwarded some limitations of the framework and based on which, directions for future research had been suggested.

Keywords: Knowledge Management, Knowledge Management Activities, Retail Business, Knowledge Economy.

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6 What Managers Think of Informal Networks and Knowledge Sharing by Means of Personal Networking?

Authors: Mahmood Q.K. Ghaznavi, Martin Perry, Paul Toulson, Keri Logan

Abstract:

The importance of nurturing, accumulating, and efficiently deploying knowledge resources through formal structures and organisational mechanisms is well understood. Recent trends in knowledge management (KM) highlight that the effective creation and transfer of knowledge can also rely upon extra-organisational channels, such as, informal networks. The perception exists that the role of informal networks in knowledge creation and performance has been underestimated in the organisational context. Literature indicates that many managers fail to comprehend and successfully exploit the potential role of informal networks to create value for their organisations. This paper investigates: 1) whether managers share work-specific knowledge with informal contacts within and outside organisational boundaries; and 2) what do they think is the importance of this knowledge collaboration in their learning and work outcomes.

Keywords: Informal network, knowledge management, knowledge sharing, performance.

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5 Social Media and Tacit Knowledge Sharing: Developing a Conceptual Model

Authors: Sirous Panahi , Jason Watson , Helen Partridge

Abstract:

With the advent of social web initiatives, some argued that these new emerging tools might be useful in tacit knowledge sharing through providing interactive and collaborative technologies. However, there is still a poverty of literature to understand how and what might be the contributions of social media in facilitating tacit knowledge sharing. Therefore, this paper is intended to theoretically investigate and map social media concepts and characteristics with tacit knowledge creation and sharing requirements. By conducting a systematic literature review, five major requirements found that need to be present in an environment that involves tacit knowledge sharing. These requirements have been analyzed against social media concepts and characteristics to see how they map together. The results showed that social media have abilities to comply some of the main requirements of tacit knowledge sharing. The relationships have been illustrated in a conceptual framework, suggesting further empirical studies to acknowledge findings of this study.

Keywords: Knowledge sharing, Tacit knowledge, Social media, Web 2.0

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4 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: Absorptive capacity, industrial district, knowledge creation, organisational learning

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3 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: Knowledge creation, innovation, business schools.

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2 Universities Strategic Evaluation Using Balanced Scorecard

Authors: M. D. Nayeri, M. M. Mashhadi, K. Mohajeri

Abstract:

Defining strategic position of the organizations within the industry environment is one of the basic and most important phases of strategic planning to which extent that one of the fundamental schools of strategic planning is the strategic positioning school. In today-s knowledge-based economy and dynamic environment, it is essential for universities as the centers of education, knowledge creation and knowledge worker evolvement. Till now, variant models with different approaches to strategic positioning are deployed in defining the strategic position within the various industries. Balanced Scorecard as one of the powerful models for strategic positioning, analyzes all aspects of the organization evenly. In this paper with the consideration of BSC strength in strategic evaluation, it is used for analyzing the environmental position of the best-s Iranian Business Schools. The results could be used in developing strategic plans for these schools as well as other Iranian Management and Business Schools.

Keywords: Strategic planning, Strategic position, Balancedscorecard, Higher education institutions.

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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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