Model Of Organizational Knowledge Creation Research Articles

Towards Industry 5.0: Developing Knowledge and Skills in a Research and Innovation Lab

The challenging global environmental, economic, and societal transformations urge Norwegian industry to capitalize on all value creation from the manufacturing processes. For many companies, this implies taking manufacturing back to Norway. However, high labour costs do not allow Norway to compete in the global market, and therefore industry needs to take advantage of state-of-the-art technologies. Norwegian society is experiencing a steep learning curve: the acquisition of new knowledge and skills for engineers and managers in companies, while simultaneously transforming and aligning educational programs in universities with Industry 4.0 and Industry 5.0. This research presents a knowledge management perspective of the Industry 5.0 competence platform from the viewpoint of Manulab, a research and innovation lab specializing in Industry 4.0 technologies for the small-scale production of customized products. Located at the Norwegian University of Science and Technology in Ålesund, Manulab collaborates closely with regional industries, including marine, maritime, furniture, and food production, as well as suppliers to these sectors. While Industry 4.0 concepts developed in Manulab have significant potential for value creation, companies and stakeholders have yet to fully capitalize on them. To address this issue, the research adopts Nonaka and Takeuchi's organizational knowledge creation model and applies it to the competence building processes in Manulab, investigating the contribution from different knowledge workers to each phase. The term "knowledge workers" refers to individuals with specialized knowledge and expertise who create value for their organization. The study shows that involving additional knowledge workers in various phases of the Manulab competence building process is crucial for successful implementation of research projects in industry. Furthermore, this human-centric approach can assist companies in transitioning to the Industry 5.0 paradigm. The research is a collaborative effort among researchers, students, and employees holding various positions within industrial companies.

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.

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.

Modeling the Knowledge Creation Process of Graduate Research

Graduate students who are beginning academic research want to learn how to create and verify new knowledge in their research. Their supervisors, on the other hand, are seeking appropriate research environments including effective research guidance methods. In order to meet these demands, this paper proposes a knowledge creation model that supports the objectives of both graduate students and their supervisors. This is an academic knowledge creation model for individuals supported by a group and its origin can be traced back to a famous organizational knowledge creation model. Since this type of model is constructed from empirical knowledge, it is not easy to prove its objective significance. But, this paper tries to show the effectiveness of the proposed model as an initial stage of model validation based on a questionnaire survey of students in a graduate school in China.

Hospital learning from extreme weather events: using causal loop diagrams

Extreme weather events (EWEs) represent an important opportunity for hospital facilities managers to learn lessons to improve future hospital resilience. However, little is known about the process by which this occurs and how effectively this happens. These questions are addressed by an exploration of how individual hospital stakeholders learn about the performance of their facilities and share these lessons in the adaptation of future hospital disaster management plans. More specifically, the evidence of behavioural and social/collective learning is investigated amongst hospital stakeholders during EWEs. The data gathered from a case study of a major hospital network of four hospitals were qualitatively analysed within a constructionist ontology and interpretivist epistemology using causal loop diagrams (CLDs). This revealed how lessons were learned in the hospital network from collective stakeholder EWEs’ experiences. The findings highlight the need to develop appropriate processes and structures to capture, share and use facilities-related knowledge and embed new lessons learnt into future hospital disaster planning processes. Using Nonaka and Takeuchi's model of organizational knowledge creation, this paper presents new theoretical and practical insights for hospital facilities managers to build hospital resilience by better capturing the facilities-related lessons learnt in responding to an EWE.

Gestión de conocimiento en PyME del sector servicios en la ciudad de Chihuahua

La gestión de conocimiento es fundamental en la sobrevivencia de las PyME. Este trabajo describe los resultados, obtenidos hasta mayo del 2013, donde en particular se estudian los procesos de gestión de conocimiento, en treinta PyME del sector de servicios, ubicadas en la ciudad de Chihuahua. Se usó como marco de referencia el modelo de espiral de creación de conocimiento organizacional de Nonaka y Takeuchi., a partir del cual de evaluaron las dimensiones de Socialización, Interiorización, Exteriorización y Combinación. Se desarrolló y aplicó un instrumento, dirigido a los empleadores. Los resultados fueron analizados a través de una estadistica descriptiva, correlacional y regresión lineal. En los resultados obtenidos, se describen los valores asignados por los empleadores a estas diferentes categorías. Se obtuvo que las categorías de Socialización y Combinación muestran aportaciones más bajas, mientras que Exteriorización, Interiorización y Combinación aportan más al proceso de gestión de conocimiento. Lo anterior permite concluir una clara falta de estrategias y procesos que favorezcan la generación del conocimiento organizacional para estas PyME, en particular en las actividades de Socialización y Combinación.

Gestion des réseaux de communautés de pratiques pour la création de connaissances par les organisations un impératif en gestion des connaissances à l’ère de la mondialisation

This article explores some imperatives of Knowledge Management for organizational knowledge creation in the era of globalization. As the transformation of Knowledge Management practices of Japanese firms in 1990s shows, Nonaka and TakeuchVs original model of organizational knowledge creation needs to be expanded by incorporating the concept of “community of practice” as the “engine” of knowledge creation. As an attempt for such expansion, it proposes a model of knowledge-creating organization as a self-organizing network of interactive, overlapping, and self-managing communities of practice.

Knowledge management technology

Selected technologies that contribute to knowledge management solutions are reviewed using Nonaka's model of organizational knowledge creation as a framework. The extent to which knowledge transformation within and between tacit and explicit forms can be supported by the technologies is discussed, and some likely future trends are identified. It is found that the strongest contribution to current solutions is made by technologies that deal largely with explicit knowledge, such as search and classification. Contributions to the formation and communication of tacit knowledge, and support for making it explicit, are currently weaker, although some encouraging developments are highlighted, such as the use of text-based chat, expertise location, and unrestricted bulletin boards. Through surveying some of the technologies used for knowledge management, this paper serves as an introduction to the subject for those papers in this issue that discuss technology.

Organizational structure and innovative performances of the firm: A dynamic model

The aim of this article is to demonstrate analytically the central hypothesis of the model of organizational knowledge creation developed by I. Nonaka (1990; 1994; 1995). This hypothesis supposes that interactions between individuals in a firm promote collective learning and increase innovative performances of the firm. We propose to describe, in terms of mathematical metaphors, different forms of an organizational structure, each describing innovative behavior, in order to compare their dynamical evolution. Either the organization authorizes interactions between the individuals, or the process of innovation is summarized in the individual behaviors in the form of a message. We show that the dynamics of evolution of these two forms of regulation is identical. In other words, we show that the dynamics of innovative behavior where agents interact is the same as the dynamic where the innovative performances of the firm are included in individual's contribution.

Community Development as Organizational Learning: The Importance of Agent-Participant Reciprocity

ABSTRACT This paper draws on the organizational learning literature to argue that participatory development must be characterized by reciprocal relations between development agent and participant. Nonaka's (1994) model of organizational knowledge creation is presented, applied to a case study in the development literature, and implications for development theory and practice are discussed.

Organizational knowledge creation theory: A first comprehensive test

Confirmatory factor analyses were conducted to test Nonaka's ((1994) Organization Science, Vol. 5, No. 1, pp. 14–37) a priori model of organizational knowledge creation with data collected from 105 Japanese middle managers. The results provide strong support for viewing organizational knowledge creation as a higher-order construct comprised of four knowledge conversion processes: socialization, externalization, combination, and internalization.