Understanding knowledge creation in the context of knowledge-intensive business processes

Abstract

PurposeThis paper aims to investigate knowledge creation in the context of knowledge-intensive business processes (KIBPs) and seeks to identify the challenges and opportunities associated with this phenomenon.Design/methodology/approachThis study used a grounded theory approach to develop a framework based on 30 interviews across three different types of organizations.FindingsThe findings argue knowledge creation in the context of KIBP is negatively influenced by the lack of support for process-competency requirements within knowledge-intensive (KI) processes. These process-competency requirements center on the ability to effectively engage with the process, develop reasoning skills to handle KIBP and gain a higher-level perspective of the KIBP within the organization.Practical implicationsFor practitioners, the opportunity exists to explore their organizational influences on the process-competencies to reduce the negative impact of any gaps identified within their KIBPs.Originality/valueAlthough previous studies explore knowledge creation in a broad sense, this paper examines the phenomenon specifically within the context of KIBPs and analyze the potential for organizations to enhance their knowledge creation initiatives in this context.