Modes Of Knowledge Creation Research Articles

The myth of global science collaboration—Collaboration patterns in epistemic communities

Scientific collaboration is often perceived as a joint global process that involves researchers worldwide, regardless of their place of work and residence. Globalization of science, in this respect, implies that collaboration among scientists takes place along the lines of common topics and irrespective of the spatial distances between the collaborators. The networks of collaborators, termed ‘epistemic communities’, should thus have a space-independent structure. This paper shows that such a notion of globalized scientific collaboration is not supported by empirical data. It introduces a novel approach of analyzing distance-dependent probabilities of collaboration. The results of the analysis of six distinct scientific fields reveal that intra-country collaboration is about 10–50 times more likely to occur than international collaboration. Moreover, strong dependencies exist between collaboration activity (measured in co-authorships) and spatial distance when confined to national borders. However, the fact that distance becomes irrelevant once collaboration is taken to the international scale suggests a globalized science system that is strongly influenced by the gravity of local science clusters. The similarity of the probability functions of the six science fields analyzed suggests a universal mode of spatial governance that is independent from the mode of knowledge creation in science.

Which mode is better for knowledge creation?

PurposeThe purpose of this paper is to examine the impact of knowledge creation mode (e.g. goal‐driven and goal‐free) and organizational culture on knowledge creation performance in the context of high‐tech manufacturing companies having received at least 20 patents.Design/methodology/approachThis paper uses an empirical study to examine the research model.FindingsBoth goal‐free and goal‐framed creation modes are more likely to support knowledge creation, while the goal‐driven mode is not likely to be favorable for knowledge creation. Manufacturing companies who are frequently looking for new ideas for product design and manufacturing technologies are more likely to adopt the goal‐free creation mode. Adhocracy culture is more likely to be a predicator of product and manufacturing creation.Practical implicationsThis work provides policy implications for government and high‐tech industry associations. A company whose cohesion comes mainly from the task achievements is likely to emphasize manufacturing creation. Companies who would like to emphasize goal achievement with respect to creation in manufacturing should form an organizational culture with a characteristic of market competition. Also, a company with both goal‐free and/or goal‐framed creation modes is more likely to be willing to frame its strategic decisions (or goals) and then freely look for creative ways to reach the goals.Originality/valueManufacturing creation‐based companies are becoming increasingly knowledge‐sensitive as the competition becomes more intense, and thus may try multiple modes of knowledge creation to strengthen their creation capability in some areas. The research findings are quite remarkable because the impacts of culture and creation mode on creation performance are statistically examined.

Knowledge Creation, Organizational Learning and Their Effects on Organizational Performance

Knowledge has become one of the most important intangible assets for the company in the current competitive environment (Nonaka, 1994; Hunt, 1995; Grant, 1996; Hunt & Morgan, 1996; Teece, 1998; Lee & Sukoco, 2007; Li et al., 2009), being of particular importance knowledge creation processes within an organization (Nonaka, 1994; Nonaka & Konno, 1998; Nonaka et al., 2000) to achieve long-term competitive advantage (Nevis et al., 1995; Davenport & Prusack, 1997; Chow et al., 2000; Gold et al., 2001; Lin & Lee, 2004; Hicks et al., 2007). Furthermore, learning is at the heart of corporate governance and it has become the essence of productive activity that has new rules, new boundaries and new ways of behaving (Garcia et al., 2009). Thus, one of the strategic values of an organization lies in becoming a "learning organization". These organizations have an enterprise architecture that converts the firm into a place of learning, so the organization can make appropriate approaches to changing environment (Kogut & Zander, 1996; Garcia et al., 2007). The concept of knowledge management involves managing the learning processes of individual and collective members of an organization. Therefore, it includes organizational learning (related to the creation of new knowledge), and most processes related to the acquisition of knowledge from outside, dissemination, storage and exploitation of knowledge at the firm (Day, 1992; Garcia et al., 2009). So this paper analyzes how the 4 modes of knowledge conversion model proposed in the "knowledge creating organization " (Nonaka & Takeuchi, 1995): Socialization, Externalization, Combination and Internalization (SECI) affect organizational learning and the results of the organization. Analyzing a sample of 284 Spanish companies, we propose a model to analyze this relationship. The results show (1) a positive relation between the modes of knowledge creation, (2) knowledge creation influences organizational learning as an essential part of Knowledge Management (Garcia et al., 2007; Garcia et al., 2009), (3) knowledge creation and organizational learning can create a new approach of continuous improvement leading to the increase of organizational performance (Senge, 1990; Peters, 1992).http://dx.doi.org/10.5755/j01.ee.22.3.521

Knowledge Generation and Innovativeness in Turkish Textile Industry: Comparison of Istanbul and Denizli

Regional innovation system (RIS) requires that two subsystems co-exist in a region: The first subsystem is the knowledge exploitation structure of the industrial base (symbolic, synthetic and analytic knowledge bases) [Moodysson, J., Coenen, L. & Asheim, B. (2008) Explaining spatial patterns of innovation: Analytical and synthetic modes of knowledge creation in the Medicon Valley life science cluster, Environment and Planning A, 40(5), pp. 1040–1056]. The second subsystem is the regional supportive infrastructure or knowledge-generating subsystem which consists of firms, educational institutions, knowledge organizations and other similar infrastructural bases in the region. The objective of the paper is to compare two textile-related clusters in Turkey with respect to the strengths and weaknesses of the RIS. The first region is Istanbul with a textile and fashion design cluster, the second region is Denizli which is an example of a traditional export-oriented centre for bathrobe and home textiles. Results of the empirical findings prove that the two regions having different knowledge bases and RISs have different deficiencies in innovative performance even if they are the subsectors of the same sector (textiles).

Rethinking the Local Knowledge Approach to Placemaking: Lessons from Turkey

This article explores the relationship between knowledge and sustainable placemaking. Distinguishing between “expert knowledge” and “local knowledge,” it first problematizes expert knowledge, and then traces the local knowledge approach to placemaking. The widening gap between expert and local knowledge prompts understanding their sources and modes of knowing. By viewing place as an organization this article draws from Nonaka's (1994) distinctions of four modes of knowledge creation in an organization, and explores the commonalities between the two. The analogy between place and organization helps gain new insights from the organizational theory literature which links processed information to knowledge creation. Seeking similarities between place and organization arises from how individuals in organizations and places process information to solve problems. Critically examining local knowledge questions the presupposition of a fixed, static mode of knowing, and helps incorporate a range of activities and knowhow associated with different stages of placemaking. The study suggests that local knowledge converts existing knowledge into four types of new knowledge during the placemaking process. Furthermore, compared to the top-down nature of expert knowledge which mainly adheres to the principles of scientific rationality for grand planning and problem solving, the local knowledge approach to placemaking is bottom-up, fosters piecemeal growth, and thus is more adaptable and sustainable. Promoting (social) sustainability through knowledge conversion (i.e., converting tacit knowledge into explicit knowledge and vice versa), social interaction and self-help characterize placemaking in informal settlements.

Facilitating new knowledge creation and obtaining KM maturity

PurposeThe purpose of this paper is to describe a framework designed to assess the capacity of a knowledge management (KM) system to facilitate new knowledge creation.Design/methodology/approachA longitudinal case study methodology, in a single company, Pratt Whitney Rocketdyne (PWR), was used to test the framework.FindingsNew knowledge creation is best supported through mature KM systems that include all four modes of knowledge creation: combination, externalization, socialization, and internalization. KM systems and environments as a whole reach maturity by progressing through stages, which is presented as a KM maturity model.Research limitations/implicationsBy combining Nonaka's knowledge creation theory with Wittrock's generative learning activities, the paper illuminates both the why and how of new knowledge creation, in a way that can be applied to KM technological initiatives. One of the limitations of this study is the generalizability of the findings, which may be limited by the single case study method used.Practical implicationsThe framework provides a rubric against which both old and new KM initiatives can be assessed to determine whether they are capable of generating new knowledge. The maturity model provides a template against which organizations can map their progress towards a mature KM environment.Originality/valueMuch of the literature on KM systems has focused on capturing knowledge and disseminating it. Few studies have provided practical, theoretically based advice on how to create new knowledge and what aspects of information systems can facilitate that creation. The framework and maturity model can serve as guides in that process.

High-performance work practices and knowledge creation in organisations

The use of High-Performance Work Practices (HPWP) was found to be positively associated with firm performance. However, the mechanisms through which HPWP affect firm performance have not been studied in much detail. In this paper we argue that HPWP lead to higher levels of knowledge creation within the firm, and that knowledge creation is positively associated with value creation, which in turn affects firm performance. The main contribution of this paper is the delineation of two aspects of knowledge creation that are influenced by HPWP: coordination of knowledge-creating activities and motivation of employees to create knowledge. We adopt Nonaka's typology of knowledge creation modes to study how HPWP affect each of the four integral modes of knowledge creation: socialisation, externalisation, combination and internalisation. We also examine how HPWP influence intrinsic and extrinsic motivation for knowledge creation. Testable propositions are developed and possible areas of future research are outlined.

A study of the effect of Knowledge Creating Capabilities on corporate performance

In response to the concern regarding the evaluation of Knowledge Management (KM) initiatives, we introduce the concept of 'Knowledge Creating Capabilities'. This concept refers to the balance of the four knowledge creation modes proposed in the SECI Model by Nonaka and Takeuchi (1995). The relationship of this concept with corporate financial performance is explored using two financial indicators. This framework is tested on SME from Japanese manufacturing sector. The empirical evidence shows the positive association of knowledge creation capabilities with financial performance. We found that higher levels of financial performance are reached when knowledge creating modes are balanced.

A proposal for inventory adjustment using “multiple-layers SEC–CIS model”

What constitutes a desirable inventory level in supply chain management (SCM) depends on the business model. While the level is being maintained, unexpected situations sometimes occur. The organization that manages the level must focus on adjusting the level to protect against such risks. The “multiple-layers SEC–CIS model” is useful as a framework to promote such a focus by enhancing understanding of the mechanism by which opinions of related players can be adjusted. Therefore, this study proposes that the “multiple-layers SEC–CIS model” is useful for inventory adjustment. A desirable inventory level in a given business model corresponds to “a plan”, and maintaining that inventory level corresponds to “the execution”. At the stage of execution, the inventory level will be adjusted according to changes in quantity, quality, price or the date that the materials are procured or the products are ordered. If such changes fluctuate within the assumptions of the model, the inventory control system can cope with them based on the mathematical model. However, inventory adjustment based on the mathematical model is difficult when unexpected rapid change occurs. The framework is necessary for organizations to analyze existing information and new conditions, and to make decisions on how to cope with such risk. For those purposes, we have proposed the “multiple-layers SEC–CIS model”, which explains how knowledge value is cultivated based on communication between organizations. Prior to our model, the “SECI model” was proposed by Nonaka and Takeuchi [1995. The Knowledge-Creating Company. Oxford University Press, Oxford]. They regarded knowledge creation in an organization as a process of change from tacit knowledge to explicit knowledge. They described the four modes of knowledge creation: “S” (socialization), “E” (externalization), “C” (combination) and “I” (internalization). The well-known “SECI model” is named after this process. We got suggestions from the “SECI model” to develop our model: each organization goes through the cycle of “C–I–S–E–C”, the cycle of “interpretation–thinking–transmission”. In other words, information obtained from outside the organization is interpreted and becomes the basis of the next behavior. When two or more organizations share each mode, namely “S”, “E”, “C” and “I”, knowledge can be shared between those organizations. Particularly, the knowledge which is most likely to be shared is explicit knowledge (information). We based our analysis on the assumption that the knowledge that can be gained from outside of the organization (player/layer) is always explicit knowledge, and that which can be introduced to other organization (player/layer) is only explicit knowledge. We then developed “SEC–CIS model”, and explicit knowledge (information) were connected with another organization (layer) at the mode “C”. Thus we have reached “multiple-layers SEC–CIS model”, which were expressed three-dimensionally. Using a case, we illustrate the usefulness of the “multiple-layers SEC–CIS model” to describe communications between layers about inventory-level setting.

Organizational knowledge creation and the generation of new product ideas: A behavioral approach

In this paper, we address the pre-project phase of idea generation in the product innovation process, where the effective generation of new product ideas still remains an issue of high relevance for both management scholars and practitioners. We relate Nonaka and colleagues’ four knowledge creation modes of socialization, externalization, combination, and internalization to the novelty of product ideas generated. Taking a behavioral perspective on the four modes, we posit positive relationships between socialization as well as internalization and the novelty of product ideas, whereas we postulate negative relationships for externalization as well as combination. Using data from multiple respondents in 33 companies, our results confirm the proposed linkages.

Explaining Spatial Patterns of Innovation: Analytical and Synthetic Modes of Knowledge Creation in the Medicon Valley Life-Science Cluster

The authors address the dichotomy around ‘proximate’ and ‘distant’ learning processes by looking specifically at the characteristics of the knowledge-creation process. By way of suggesting an alternative conceptualization to the well-known tacit–codified knowledge dichotomy they propose a distinction between ‘analytical’ and ‘synthetic’ modes of knowledge creation. Analytical knowledge creation refers to the understanding and explaining of features of the (natural) world. Synthetic knowledge creation refers to the design or construction of something to attain functional goals. By applying this framework to qualitative empirics from the Medicon Valley life-science cluster, the authors demonstrate the complementarity of globally distributed analytical knowledge creation and locally oriented synthetic knowledge creation.

Virtual communities of practice: do they work, where and why?

This paper highlights various results from a research on communities of practice in Canada, in particular the main conditions and challenges of such new modes of knowledge creation and management. It does this on the basis results to a questionnaire survey administered to the participants of these communities of practice. Participants’ commitment and motivation in the project, dynamism and continuity of leadership, organizational support and recognition of employees’ involvement appear to be the key elements. Some of these variables present interesting differences by age and by gender, and these will be adressed.

New product mix selection for a high technology company in a technology innovation network

PurposeOwing to keen challenges in an evolving market, new product development (NPD) is critical for an enterprise to prosper. To increase the likelihood of having a few successful products, NPD mix is usually selected in practice. Since, a firm has difficulty surviving independently in a high technology industry, flexible strategies to collaborate or to compete with firms within a technology innovation network (TIN) are essential. Therefore, finding an appropriate mix which can lead to a more satisfactory performance for an enterprise inside a TIN is an important issue, which this paper aims to discuss.Design/methodology/approachA modified‐analytic hierarchy process (AHP) model is proposed to evaluate the NPD mixes. Since, integrated product development is positively associated with efficiency and negatively with innovation, a suitable NPD operation with a mode of knowledge creation needs to be adopted by evaluating the result of the NPD mix.FindingsThe proposed model leads to a more satisfactory performance for the firm.Originality/valueThe result from the practical case study is in accord with the theoretical model, since this model keeps a firm operating simultaneously efficiently and innovatively, rather than trade‐off and balanced.

Knowledge Creation in New Product Development Projects

In this article, the authors develop and test hypotheses relating the four knowledge creation modes of socialization, externalization, combination, and internalization as performed during the concept and the development phases of new product development projects to new product success. Using data from 94 new product development projects, they find that socialization during the concept phase and combination during the development phase are positively related to new product success but that externalization during the concept phase as well as socialization and internalization during the development phase are negatively related to new product success. Implications for theory and practice are discussed.

Old and New Forms of Clustering and Production Networks in Changing Technological Regimes

The selected evidence discussed in this paper suggests three interrelated propositions. First, there is no one best model for organising an industrial district or an industrial cluster, since a diversity of institutional arrangements is possible and each has proved successful in different circumstances. Second, clusters are not cast in iron, but they evolve over time. Third, globalisation reshapes the upgrading options for SME-based clusters, by providing a variety of international knowledge linkages. In a nutshell, globalisation changes both the concept of proximity and the scope of competition: a necessary prerequisite for competitive survival is the capacity to foster the co-evolution of local and global linkages and networks, and to develop new interactive modes of knowledge creation. This paper presents original evidence on Taiwanese and Italian SME-based clusters. A key explanation of the success of SMEs competing in globalised high-tech industries, supported by our survey evidence, is the co-evolution of domestic and international knowledge linkages.

Contextual constraints in knowledge management theory: the cultural embeddedness of Nonaka's knowledge‐creating company

AbstractNonaka and Takeuchi's book The Knowledge Creating Company is one of the most influential in the field of knowledge management. The famous SECI Model, representing the four modes of knowledge creation (socialization, externalization, combination and internalization) seems to have been accepted by the knowledge management community as universally valid in conception and in application. This paper argues that the model must be seen first and foremost as a product of the environment from which it emerged, namely Japan. It is contended that each of the four modes can only be understood with reference to their embeddedness in Japanese social and organizational culture and related value systems. Thus the model should be used with caution. It should be seen as a map rather than a model; or perhaps as a special kind of mirror, which allows us to see ourselves and our knowledge management practices in new ways for directing change. Copyright © 2003 John Wiley & Sons, Ltd.

Knowledge management strategy and its link to knowledge creation process

Abstract Knowledge has become to be considered as valuable strategic assets that can provide proprietary competitive advantages. It is more important for companies to distinguish themselves through knowledge management strategies. Without a constant creation of knowledge, a business is condemned to poor performance. However, it is still unclear how these strategies affect knowledge creation. Knowledge management strategies can be categorized as being either human or system oriented. This paper proposes a model to illustrate the link between the strategies and its creating process. The model is derived on the basis of samples from 58 Korean firms. The model depicts how companies should align the strategies with four knowledge creation modes such as socialization, externalization, combination, and internalization. It is found that human strategy is more likely to be effective for socialization while system strategy is more likely to be effective for combination. Furthermore, the survey result suggests that managers should adjust knowledge management strategies in view of the characteristics of their departments.

Risk Management and a New Mode of Knowledge Creation

Risk Management and a New Mode of Knowledge Creation

Knowledge Transfer in Social Work

A practicing profession’s bond to the university accentuates the profession’s mode of knowledge creation and dissemination. Social work journals are seen to facilitate the growth and development of scientifically based knowledge in the profession. The literature reports that in the social work profession social work practitioners do not read a great deal of research articles in journals, do not contribute many articles to scholarly journals, do not write many articles based on empirical research, and are not influenced by social work theory. Grey documentation is presented as an additional source of knowledge for the social work practitioner. Its characteristics, subject areas, mode of presentation and sources are seen as making it conducive for use by social work practitioners. A proposal for the dissemination of grey documentation in social work is made.

Knowledge transfer in social work: The role of grey documentation

A practicing profession's bond to the university accentuates the profession's mode of knowledge creation and dissemination. Social work journals are seen to facilitate the growth and development of scientifically based knowledge in the profession. The literature reports that in the social work profession social work practitioners do not read a great deal of research articles in journals, do not contribute many articles to scholarly journals, do not write many articles based on empirical research, and are not influenced by social work theory. Grey documentation is presented as an additional source of knowledge for the social work practitioner. Its characteristics, subject areas, mode of presentation and sources are seen as making it conducive for use by social work practitioners. A proposal for the dissemination of grey documentation in social work is made.