Organizational Knowledge Creation Research Articles

A cross‐level analysis of organizational knowledge creation: How do transformational leaders interact with their subordinates' expertise and interpersonal relationships?

AbstractDrawing on organizational knowledge creation theory, this study examined the associations of organizational knowledge creation with employee expertise and quality of interpersonal relationships. It also examined the moderating roles of transformational leadership in explaining these relationships. Hierarchical linear modeling was performed to analyze multilevel data collected from 218 employees across 44 teams in diverse U.S. organizations. The study results indicated that employee expertise, quality of interpersonal relationships, and transformational leadership are positively associated with organizational knowledge creation. Unexpectedly, a negative moderating role of transformational leadership was found when explaining the relationship between organizational knowledge creation and quality of interpersonal relationships. It showed no moderating effect of transformational leadership in explaining the organizational knowledge creation and employee expertise relationship. The findings improve our understanding of organizational knowledge creation and enabling conditions and provide meaningful insights into the role of transformational leadership interacting with relationships in teams. The implications of these findings for research and practice are also discussed.

Knowledge Management as Support for Innovation of Public Projects

Knowledge is an important organizational asset and it is essential to ensure efficient performance and competitiveness. Knowledge Management (KM) appears, therefore, as an important tool to guarantee the identification, absorption, creation, sharing and application of organizational knowledge. Innovation is seen as the creation or improvement of methods, practices, technology, product or service. In this scenario, this research had as a general objective to carry out a study of the conceptual foundations of Knowledge Management which are valid for innovation in public projects and as specific objectives to carry out a theoretical-conceptual survey on Knowledge Management, characterize the relationship between Knowledge Management and innovation and point out the valid indications in this study that support the innovation of public projects. The question to be answered was: How can Knowledge Management be used to support innovation in public projects? This research was elaborated through the Content Analysis Method and presented, as a result, the conclusion that the KM process as a whole has practices that aim to create in an organizational environment conducive to the emergence of innovative thinking encouraging the sharing of knowledge and experiences, the search for solutions and making individuals better qualified.

How does knowledge coupling affect exploratory and exploitative innovation? The chained mediation role of organisational memory and knowledge creation

ABSTRACT The purpose of this study is to explore the effects of knowledge coupling, including complementary knowledge coupling and substitutive knowledge coupling, on exploratory and exploitative innovation. We use regression and bootstrapping methods with survey data of 229 Chinese technology firms to empirically test the proposed model. Our findings indicate that complementary knowledge coupling has a positive effect on both exploratory innovation and exploitative innovation. Substitutive knowledge coupling is positively related to exploitative innovation, while there is no evidence to show that substitutive knowledge coupling positively affects exploratory innovation. Furthermore, the relationships between knowledge coupling and exploratory and exploitative innovation are serially mediated by organisational memory and knowledge creation. These results suggest that a firm's innovation performance significantly depends on the alignment between different characteristic of knowledge coupling and innovation strategy. It also reveals the mechanism of how knowledge coupling affects exploratory and exploitative innovation by exploring the mediating roles of organisational memory and knowledge creation.

Learning Link in Organizational Tacit Knowledge Creation and Dissemination

Knowledge that is not well managed and shared disintegrates easily, especially, tacit knowledge that resides in the mind and is accumulated over time. In the realm of knowledge management processes, knowledge sharing is vital yet probably the most difficult one. Knowledge sharing refers to the transference of knowledge among individuals, groups, teams, departments, and organizations. It is also the building block for the success of the organization as it provides a competitive edge. However, many factors that affect knowledge-sharing behaviors include personal characteristics, characteristics of groups, organizations, trust, culture, etc. Different researchers have identified and explained various antecedents to knowledge-sharing behavior. However, the purpose of this conceptual article is to uncover the issues in knowledge sharing and transfer, particularly investigate the learning link in organizational tacit knowledge creation and dissemination.

International Journal of Innovation - IJI completes 7 years

International Journal of Innovation - IJI completes 7 years

The Double-Edged Sword of Servitization in Radical Product Innovation

Although servitization literature has identified the difficulties in combining products with services to improve firm performance, it has offered limited insight into the effects of servitization on radical product innovation performance. To address this gap, in this study we investigate how servitization affects radical product innovation performance through latent needs identification. Based on organizational knowledge creation theory and social structural embeddedness theory, we proposed four hypotheses and tested them with data from 208 Chinese manufacturing firms. The results show that servitization enables a firm to identify latent customer needs, and thus helps the firm to exploit more radical product innovation opportunities. However, a high degree of servitization can lead to an overembedded customer relationship, which reduces the firm’s willingness to capture such opportunities. Furthermore, we find that the overall effect of servitization on radical product innovation performance is inverted U-shaped. Our findings enrich the servitization literature by identifying two roles of servitization in radical product innovation performance.

Innovation Practices Using AI technology: Exploring Human-Machine Knowledge Conversion

The use of AI in innovation practices creates a conundrum for knowledge creation theory. Current AI technology possesses the ability to engage with data in ways that differ from the original design due to their response to contextual input data. AI may be said to embody tacit knowledge as it evolves and learns about the human collaborator and the organisational and technological context. We explore knowledge conversion involving human and AI to understand the process of digital innovation starting from the mutually constituted innovation agency. We articulate a process model of knowledge creation extending Nonaka’s seminal SECI model starting with a sociomaterial lens on knowledge conversion and a recursive relationship between the outcome of knowledge creation and the material interactions of human and AI. Our analysis links characteristics of digital innovation with the potential of AI to perform skilful work or, in other words, appear to act on tacit knowledge. This insight contributes to the literature on digital innovation a missing link for seeing material agency as intermingled with human agency and to organizational knowledge creation theory the possibility of the machine becoming part of a team. We discuss theoretical and practical implications of our study for the economics of digital innovation and suggest avenues for future research.

Revisitando a Teoria da Criação do Conhecimento Organizacional

A teoria da criação do conhecimento organizacional apresentou ampla aceitação e impacto nos meios acadêmico e profissional, quando foi publicada há mais de duas décadas, condição esta que se manteve ao longo dos anos. Conceitualmente, ela considera duas dimensões, epistemológica e ontológica, para abordar como ocorre a criação do conhecimento nas organizações. Contudo, desde sua publicação, o contexto em que as organizações estão inseridas sofreu profundas transformações, notadamente no que se refere à produção e disseminação de informação, tendo como base os avanços das tecnologias da informação e comunicação (TIC). O objetivo deste artigo foi revisitar a teoria de criação do conhecimento organizacional, enfatizando o papel da informação, enquanto conhecimento inscrito, e das TIC no apoio à criação do conhecimento nas organizações. De modo geral, os resultados apontaram para uma vasta aplicação das TIC na promoção do conhecimento e uma ascensão dos recursos tecnológicos rumo aos níveis de informação e conhecimento no âmbito organizacional.

Incorporating artificial intelligence in knowledge creation processes in organizations

Abstract In organizations, the knowledge creation remained an exclusive attribute of humans until the emergence of artificial intelligence. The role of information systems in organizations expanded continuously, including recording, organizing, processing, storage, dissemination and making available the information, until the revolutionary emergence of artificial intelligence. The role of knowledge creation is no longer exclusive to humans. Artificial intelligence becomes a partner entity of employees in knowledge creation processes in organizations. This article investigates how artificial intelligence can be incorporated in knowledge creation processes. Starting from the study of scientific literature, this article presents concepts and taxonomies associated with the use of artificial intelligence in the processes of knowledge creation in organizations. The study is a first step in a larger research, which aims to identify the main consequences, on employees and organizations, of the incorporation of artificial intelligence in the processes of knowledge creation.

Knowledge creation and transfer in a public organisation

The main theme of this research study is to ascertain how knowledge is identified, acquired, transformed and distributed in a public organization. The methodology of the study is based on the paradigm proposed by Paramo (1999), “Reconstruction of the Totality”, and is aimed at finding the reality of the fact being studied. It is qualitative, inductive and cross-sectional, aided by certain quantitative aspects. For the field work, tools such as non-participatory observation, questionnaires and documental analysis, as well as questionnaries used inside ans outside the organization, were used. Results of this research point that even though the organization analyzed, it actions that create and transfer knowledge, not all have this intention or are planned for this purpose.

How to govern mixed migration in Europe: transnational expert networks and knowledge creation in international organizations

AbstractMixed migration is an international regime in the making. The migration and refugee crisis put the topic high on the global agenda and multilateral initiatives like the Global Compacts for Migration and Refugees have started to address it. However, it is a contested policy issue and agreement on legally binding instruments is difficult to achieve. While formal global mixed migration governance is thus only emerging, in this article I argue that international organizations shape how mixed migration is governed through informal means. Mixed migration experts in intergovernmental organizations, regional agencies and non‐governmental organizations form networks that cut across organizational levels and boundaries to create practical knowledge and to train fieldworkers. Based on interviews and the analysis of training material, this article shows that they have considerable influence over policy implementation because they control the content of training tools and devise scripts for best practices that guide how mixed migration is governed on the ground.

The epistemic culture of the OECD and its agenda for higher education

ABSTRACT The rise of the Organisation for Economic Cooperation and Development (OECD) as a global actor has been attributed to its capacity to create and redefine the boundaries of knowledge through powerful discursive concepts, such as the idea of a knowledge economy. The organisation’s reviews, forecasts and statistics have been perceived as producing multifarious effects within and beyond its member countries while shaping the perceptions of policy alternatives or lack thereof. The shared views and arrangements of knowledge creation within the organisation, from which the organisation produces its artefacts, have nevertheless received minor attention. This article approaches the OECD and its agenda for higher education from the perspective of organisational cultures and knowledge creation within organisations. The article investigates the changes that have taken place in the OECD and its higher education agenda. Moreover, it examines whether any dominant narratives on higher education emerge from the interview data and the OECD reports, and if so, what their differing or opposing narratives are. Lastly, the article aims to understand the dynamics of the changes by analysing whether an epistemic culture exists within the OECD, and if so, what kind of culture it is.

Organisational learning and knowledge creation research: a hotel typologies according to the manager perceptions

This study aims to analyse the relationship between organisational learning and organisational performance, establishing a typology of hotels that give origin of a series of competitive advantages linked to the organisational learning process and deepening the knowledge creation model. In order to achieve the results, a questionnaire has been distributed among the hotel establishments in the Community of Valencia in Spain, performing both an exploratory factorial analysis and a cluster analysis. The results show that hotels which facilitate more organisational learning gain more clients' loyalty and that outsourcing is the most used process by hotels that are related to the knowledge creation. The study has only been applied in the Valencian Community and the information collected comes from the perceptions of senior managers of hotel establishments. Considering the achieved results, it is recommendable that hotels learn from customers' expectations during their stays.

Organisational learning and knowledge creation research: a hotel typologies according to the manager perceptions

Organisational learning and knowledge creation research: a hotel typologies according to the manager perceptions

Recognizing Change in Post-Graduate Medical Education Using the Organizational Knowledge Creation Model

Context: Université de Montréal medical school implemented Competency-based medical education, an important organizational change. Recognizing and reporting progress towards change is critical for success. Yet, informative frameworks that allow educators to track progress aren’t available. We used the Organizational Knowledge Creation Model for such a purpose. Purpose: This paper reports on how we used the Organizational Knowledge Creation Model to recognize change towards Competency-based Medical Education implementation. Method: Because Organizational Knowledge Creation Model focuses on the relationships between individuals and social structures, we selected an embedded case study approach. Diverse case sampling was used to select three academic departments: internal medicine, surgery and psychiatry. Data collection was conducted at two intervals, two years apart. Semi-structured interviews (individual and group) were conducted with Department Heads and Educators. Thematic analysis was conducted on the 15 interview transcripts and coded according to the four Organizational Knowledge Creation Model stages. Results: As implementation begins, selected and trained Educators critically revisit teaching routines and develop common conception of Competency-based medical education. This enables communication with wider audiences and intervene within existing working groups where Competency-based medical education is “broken down” into practical concepts. Educators’ roles evolved from “expert” who disseminates knowledge about Competency-based medical education, to responsive and pragmatic tutors who develop practical tools with peers and program directors. Conclusion: The Organizational Knowledge Creation Model framework provided a deep understanding of ongoing change. Study participants, interviewed twice, described their perception of change as it progressed as well as insights into the underlying dynamics. As medical schools evolve, Organizational Knowledge Creation Model may be a valuable conceptual tool to track progress and describe tangible changes.

Gestão do Conhecimento no setor da saúde: mapeamento de ativos de conhecimento com o CommonKADS

This study aimed to understand how knowledge assets are embedded in the patient care process in a healthcare organization. We conducted a case study in a organization from health sector and we used observation and interviews from collecting data. We follow guidelines from CommonKADS for analyzing and organizing the results. The results showed that of the six knowledge assets identified, the knowledge asset related to the study group is not in the correct form, place, time and quality. This directly influences the process of knowledge creation, which is impaired, since only socialization happens properly. Thus, for this case it was suggested the use of computational agents so that all stages of knowledge creation can happen, and the feasibility of this proposal was demonstrated in the study. Moreover, the results showed that the organizational culture, guided by the leader, favors the sharing of knowledge in the studied organization, as well as the provision of quality care to patients. Our findings contribute to the knowledge-based view, empirical research related to Knowledge Management in health organizations in emerging countries and exemplify the application of CommonKADS. Future research may explore cases in other knowledge-intensive sectors, and may use methods for analyzing the dynamic aspects of organizational knowledge creation.

Understanding knowledge exchange processes among diverse users of coworking-spaces

PurposeCoworking spaces use the idea of spatial co-location that improves communication and knowledge sharing among independent knowledge professionals. Fluid work structures and a sense of community can facilitate work satisfaction, creativity and entrepreneurship. Fundamentals to those positive outcomes are the knowledge sharing processes between users of coworking spaces. The purpose of this study is to explore the knowledge sharing processes in this setting where researchers still have very little understanding.Design/methodology/approachBased on an inductive research methodology, qualitative data were collected through observations and interviews with a variety of users (including freelancers, entrepreneurs and firms) incumbent in various coworking spaces in Germany.FindingsCo-location of individuals in coworking spaces is first about physical proximity and second about socialization and collaboration opportunities, which then advance cognitive proximity. Thus, co-location can facilitate tacit knowledge exchange, ignite the social disembodiment of ideas, synthesize domain-related knowledge sharing and promote inter-domain learning. The institutionalization of knowledge management services will allow coworking spaces to increase these positive outcomes.Practical implicationsFindings of this study are interesting for managers of shared spaces and traditional firms that use spatial co-location. The authors propose institutionalized knowledge management services to enable multifaceted and multidisciplinary knowledge creation in organizations.Originality/valueThis paper sheds light on the role of spatial co-location in knowledge sharing processes among independent knowledge professionals in shared office spaces. Thereby, this study provides valuable insights into a phenomenon that has received little attention even though its practical importance is high.

Explicating the influence of shared goals and hope on knowledge sharing and knowledge creation in an emerging economic context

PurposeThe purpose of this study is to empirically investigate the influence of shared goals and hope on knowledge sharing and knowledge creation in organizations. Furthermore, it examines the mediating role of hope in the relationship between shared goals and knowledge sharing and between shared goals and knowledge creation.Design/methodology/approachThis study has used quantitative research methodology wherein the data have been collected from 221 employees of information technology (IT) companies in India using survey questionnaire. Structural equation modelling has been applied to test the hypotheses of the study.FindingsThe findings of the study reveal that shared goals and hope positively influence knowledge sharing and knowledge creation. Shared goals also affects hope positively. Further, hope acts as a mediator between shared goals and knowledge sharing and between shared goals and knowledge creation.Research limitations/implicationsThis study is a cross-sectional study conducted in IT companies in India. It can be supplemented by future studies through qualitative approaches and longitudinal data collection.Practical implicationsThe study makes a significant contribution to literature by considering shared goals and hope as antecedents of knowledge sharing and knowledge creation. It provides directions to managers to focus on various interventions to strengthen shared goals and hope amongst employees to motivate them to share and create knowledge that can help the organization to get sustainable competitive advantage.Originality/valueTo the best of authors’ knowledge, this study is an early study conducted to examine the influence of shared goals and hope on knowledge sharing and knowledge creation. Further, hardly any study has examined the mediating role of hope in the relationship between shared goals and knowledge sharing and between shared goals and knowledge creation.

Understand the Dynamic Theory of Organizational Knowledge Creation

After the Wars, it was necessary the companies reinvented their process and for this to create a new perspective including products and services. In 1986, Ikujiro Nonaka and Hirotaka Takeuchi received a challenge to describe product development in Japan companies. The result was “The new new product development game”. After that, Nonaka and Takeuchi wrote about their observations in this process and published many articles, presenting in 1994 the Theory of Organizational Knowledge Creation. In this context, the aim of this study is to review the Nonaka and Takeuchi documents, building a timeline and understand the concepts and the future for the Theory of Organizational Knowledge Creation. Firstly, we search the articles from Nonaka in the Scopus database. Secondly, we started reading the article “Dynamic Theory of Organizational Knowledge Creation” published in 1994 for Nonaka. Based on their references we returned for the search results and read the articles. Next, we read the articles published after 1994 and comprehending their link with the Theory of Organizational Knowledge Creation. Although the Theory of Organizational Knowledge Creation is recognized and diffused in the academy and in the organizations that study or implant the Knowledge Management, it is noticed that few authors deepen the knowledge to understand the fundamentals of the theory or, of fundamental reasoning. It is evident the concern of Nonaka and his co-authors to seek facilitators for the modes of knowledge conversion, to facilitate the practical application of the modes of knowledge conversion.

Apprentissage organisationnel en promotion de la santé : une expérience québécoise

This article focuses on health promotion laboratories, a Quebec professional development program offered by the Public Health Department of the Montréal Region to teams of professionals and managers working in health promotion within local public health organizations. The objective is to examine the process of translating the knowledge gained by participants as a result of the program over the longer term within the organization. This was a qualitative descriptive study. The work was guided by Nonaka’s Organizational Knowledge Creation Model. Data were collected from participants at several types of discussion and development events held in the three months following the end of the pilot project. A thematic content analysis was performed using a grid derived from Nonaka’s model. The analysis revealed the presence of both externalization and internalization in two of the sites, as well as a considerable volume of combinations in the four sites studied. In the latter case, the learnings reused over the longer term were similar to those that had been transferred in the short term (e.g. ideas and methods relating to partnership, planning, etc.). These results are important, in that they confirm the laboratories’ potential to propagate the learnings throughout the organization, beyond the short-term gains made by participants during the laboratories. These learnings could potentially pave the way for new practices.