Organizational Knowledge Creation Processes Research Articles

Implementation of Quality Management Practices and Firm’s Innovation Performance: Mediation of Knowledge Creation Processes and Moderating role of Digital Transformation

Presently, Industry 4.0 (I4.0) revolution is transforming operations and businesses of organizations through technological advancements.These digital technologies are hugely impacting the technological innovations (TIs) and execution of total quality management (TQM) in the organizations. Existent literature on TQM and firm’s innovation performance (IP) relation has shown mixed findings exclusively, in manufacturing companies. Desptie strategic significance of both TQM and innovation (INN) to improve sustainable competitive gain, this is an under-researched area in I4.0 context. Additionally, the Quality 4.0 is also new concept and role of I4.0 tchnologies in transformation of trational TQM function hasn’t been researched so far. Despite strategic significance of role of knowledge creation processes (KCPs) towards firm’s IP and performance in I4.0, there is dearth of research addressing integrative framework TQM, KC and IP exclusively in progressing country context. Considering these prevailing gaps in literature, current study is an attempt to develop and test a model in context of Pakistan in relevance to I4.0. The proposed framework examines the influence of executing quality management or QM practices (QMP) on innovation performance (IP). Additionally, mediating role of knowledge creation processes (KCPs) and moderation of digital transformation (DIT) is also explored in QMP-IP relation. Data of 265 respondents were obtained from ISO 9001 certified manufacturing firms of Pakistan through structured questionnaire on Likert Scale. Data were analysed through SPSS 23.0 and Hayes process macro applying statistical tests (reliability, correlation, and regression analysis). Study results revealed that all variables were positively correlated. Quality management practices (QMP) had positive and significant impact on firm’s IP. Results supported partial mediation effect of organizational knowledge creation processes (KCPs) in QMP-IP relationship. While, moderating impact of digital transformation (DIT) in QMP-IP relation was also supported. Study findings has implications for both and academia, management and practitioner. This study contributes to prevalent literature as it empirically tests a proposed framework to address under-researched area of QMP- IP relation in relevance to DIT and KCPs in Pakistan context and I4.0.

Understanding the FLE-based organizational knowledge creation process in hospitality firms

This study explores how front-line employees' (FLE) knowledge is stepwise transformed into a hotel's organizational knowledge. It combines insights from organizational knowledge creation theory with empirical evidence from three Chinese five-star hotels. Qualitative data were collected through semi-structured interviews and reading archives, and analyzed using thematic analysis. We develop a novel framework comprising three types of FLEs' knowledge activities–knowledge demonstration (KD), knowledge justification (KJ), and knowledge re-contextualization (KRC)–which can routinely trigger the hotel's bottom-up organizational knowledge creation process. We also explain how FLEs' KD/KJ/KRC activities facilitate the hotel's organizational knowledge creation practices by examining changes in the new knowledge's scope of application and the participant structure of knowledge-related interactions induced by these activities. This study contributes to knowledge management research in hospitality by proposing a new perspective that encompasses FLEs' knowledge activities and the concomitant knowledge transformation that occurs in hotels.

Modeling and simulation of organizational knowledge creation process with consideration of dialogue

Modeling and simulation of organizational knowledge creation process with consideration of dialogue

The Factors Affect Organizational Knowledge Creation Processes in the Egyptian Manufacturing Environment: A comparative Study

The Factors Affect Organizational Knowledge Creation Processes in the Egyptian Manufacturing Environment: A comparative Study

Feedback Loops as Dynamic Processes of Organizational Knowledge Creation in the Context of the Innovations’ Front‐end

AbstractFeedback loops are instrumental in the organizational knowledge creation (OKC) process across the highly uncertain and dynamic innovation's front‐end. Therefore, managers should be aware of how these loops unfold, how to recognize meaningful patterns and how to steer them towards planned and emergent outcomes. Easy to say, difficult to practise! This empirical paper focuses on knowledge–conceptualization – the new knowledge's generation‐crystallization journey – and develops a unique model of feedback loops as dynamic processes of OKC in the context of the innovations’ front‐end. Using ten qualitatively studied innovations, the authors identify five front‐end OKC stages (generation, evaluation, expansion, refinement and crystallization) and pattern these based on their overlaps to explore the associated feedback loops. This model distinctively illustrates increasing–decreasing, diverging–converging and frequent negative‐cum‐positive loops, and illuminates the complex and rich patterns of loops not captured before.

Structural equation modelling on knowledge creation in Six Sigma DMAIC project and its impact on organizational performance

Six Sigma is a business strategy that helps organizations to improve organizational efficiencies and customer satisfaction; it decreases operating costs and increases profits. Numerous practitioner studies claim that Six Sigma improves organizational performance. However, empirical research in this area is limited. No detailed investigation exists on how Six Sigma leads to improvement of organizational performance. This study suggests that the link between Six Sigma and organizational performance can be explained and developed by integrating organizational knowledge creation processes. A theoretical research model is developed based on the literature. This study investigates the existence of a relationship among organizational knowledge creation processes (socialization, externalization, combination, and internalization) in Six Sigma DMAIC project, knowledge, Six Sigma project success, and organizational performance by using structural equation modeling. The survey study results show general support for the theoretical research model. Findings reveal that organizational knowledge creation processes positively affect knowledge. In turn, knowledge positively affects Six Sigma project success, and Six Sigma project success leads to improved organizational performance.

Family business succession as knowledge creation process

Purpose – The purpose of this paper is to broaden the understanding of family business succession as organizational knowledge creation process. Design/methodology/approach – The paper is built on organizational knowledge creation theory and reviews literature on family business succession. Four modes of knowledge conversion are followed to identify knowledge creation activities contributing to family business's knowledge base and to develop propositions. Findings – Successful realization of succession depends not only on “traditional” knowledge creation activities of socialization and internalization, but as well as on active involvement of successor(s) in many aspects of business functioning. This contributes not only to widening successor(s) knowledge base but as well as to the firm's tacit and explicit knowledge triggering a new spiral of knowledge. Research limitations/implications – The paper limits the research on leadership succession as one of the most challenging tasks in family business's life cycle. Moreover, research findings have implications for small- and medium-sized family businesses due to the strong preference of keeping the leadership within a family. Practical implications – Propositions developed provide useful cognitions to professionals and stakeholders involved in succession process. If they understand the complexity of knowledge creation process, they can stand a better chance of improving the process of successor(s)’ development and leadership transfer in such a way that family business will have better chance to survive and progress after the transition. Originality/value – The research provides a comprehensive framework of knowledge creation activities during succession thus indicating the requisitely holistic approach to succession from organizational knowledge creation perspective. The study contributes to the organizational knowledge creation theory and the succession theory.

Infrastructure Innovation to Attain Service Value Sustainability

This paper proposes a resource integration (RI) model to achieve infrastructure innovation in terms of organizational knowledge creation processes that guarantee sustainable dealings that are service oriented. Innovative infrastructures accomplished by beneficial changes in business platforms to create customer values have been attracting a great deal of attention. Therefore, a method of recognizing growth in infrastructures is needed. Collaboration with suitable partners, while integrating resources, is one of the core tools to improve organizational knowledge creation processes, thereby achieving infrastructure innovation that is able to offer contemporary services. However, there have been few studies on infrastructure innovation from the viewpoint of knowledge creation followed by modes of corporate collaboration. Two case studies, viz., Nike-Apple and Telenor-Grameen Group Corporation are presented in our study. Results demonstrated our mentioned concept. This research contributes to creating strategic corporate policies for organizations to succeed in the global business market by ensuring value sustainability.

International fashion trade shows as knowledge creation platforms for microenterprises

In this study, the organizational knowledge creation process of microenterprises exhibiting in trade shows is explored. Specifically, this article examines how knowledge processes are manifested through different trade show activities. The data was collected through semi-structured interviews and ethnographic observation at international B2B fashion trade shows. The study shows that knowledge is created through observing and interpreting the trade show environment and other actors within it. Moreover, knowledge processes are embedded in the informal social interaction that takes place at trade shows. In this way, the participants absorb and adopt industry-specific practices and routines through their physical proximity to other industry actors.

Exploring the relationship between ethics, knowledge creation and organizational performance

Purpose – This research proposes to investigate the relationship between ethics, knowledge creation and organizational performance. Design/methodology/approach – In order to run this study, as suggested by the experts, Nonaka and Takeuchi model was selected for knowledge creation process and Yokel model was used for organizational performance. In addition, Akhavan et al.'s research was applied for organizational ethics dimensions. A conceptual model was designed based on literature review, and in order to analyze it, employees of a knowledge-based organization were asked to answer the questions of a valid questionnaire. Structural equation modeling was used for studying the relationships between research variables. Findings – Research results imply that there is a positive and strong correlation between ethics and organizational performance. The relationship between ethics and knowledge creation processes is also positive and significant but no significant relationship is observed between knowledge creation processes and organizational performance. Research limitations/implications – The main limitation of this research is little research and literature about ethical issues in the knowledge management area. Originality/value – Although numerous studies have been conducted with regard to organizational performance and knowledge creation, the literature is severely deficient considering observance of ethics in all dimensions of organizational performance and knowledge creation process, and in terms of analysis of their mutual interactions and relationships.

School Innovation

The primary aim of this research is to identify cultural determinants of organizational learning and knowledge creation practices, which could be the driving factors for the innovation process in school settings ( Mulford, 1998 ; Silins et al., 2002 ). A conceptual process model for school innovation was developed. In contrast to previous approaches, this research primarily focused on environmental factors and practical processes rather than on individual and policy-related components. The major factors and processes included a supportive learning culture, school autonomy of teachers and departmental collaboration in the school setting. Furthermore, as an endogenous variable of this research, a practical organizational knowledge creation process among teachers and administrators was measured. Organizational knowledge creation is the critical component for school reform and innovation. A Structural Equation Modeling (SEM) approach was used to evaluate the complex structure of the proposed research constructs. Results suggest that a supportive organizational learning culture positively and significantly impacts all three constructs, but that school job autonomy does not have a statistically significant direct impact on departmental creativity and knowledge creation practices in school systems. Conclusions, limitations and recommendations for further research are discussed.

Managerial Ties and Firm Innovation: Is Knowledge Creation a Missing Link?

Managerial ties, the personal networks of senior managers, have been found to be facilitators of firm performance because of their network benefits. However, social network theory suggests that managerial ties only play a “conduit” role by providing possibilities and opportunities to approach external resources. How can firms turn these possibilities and opportunities into internal knowledge assets and further transform them into firm innovation? Extant research constructs a direct mechanism for the managerial ties–firm innovation link. The research reported here, however, provides and investigates an indirect ties‐innovation argument where organizational knowledge creation processes, including knowledge exchange and knowledge combination, are mediators. And managerial ties are examined through two traditional dimensions, business ties and political ties. This study employs empirical data from 270 firms inChina and uses structural equation modeling techniques to reveal interesting findings. First, the results support the key argument that the influence of managerial ties on firm innovation is indirect. Second, knowledge exchange and knowledge combination are different constructs and the former positively influences the latter. More interestingly, business ties can exert a significant direct impact on both knowledge exchange and knowledge combination, while political ties can only influence knowledge exchange directly. Although both knowledge exchange and knowledge combination impact product innovation directly, only knowledge combination can directly influence process innovation. These findings indicate that the role of political ties is declining, but business ties still have substantial influence on firm innovation in transitionalChina. Different processes of organizational knowledge creation, such as knowledge exchange and knowledge combination, make distinct contributions to firm innovation. Product innovation, as opposed to process innovation, is more externally oriented and needs more organizational level knowledge creation activities.This article extends the understanding of the ties–innovation link, organizational knowledge creation theory, and firm innovation in a transitional economy by providing a more complete understanding of how firms can access and internalize external resources and then transform them into product innovation and process innovation.

Expanding the concept of Ba: managing enabling contexts in knowledge organizations

This paper investigates and analyses the concept of ba - or enabling context - in the fields of information science, management/business and information systems literature in order to understand its conceptual evolution, discussions, applications and expansion since its introduction in 1998 by Nonaka et al. (Nonaka and Konno, 1998; Nonaka et al., 2000; Nonaka and Toyama, 2002; Nonaka et al., 2006). The qualitative methodology is bibliographic and comprises - among others - the methods of citation analysis and content analysis. A resulting selection of 135 papers, 4 dissertations/theses and 4 books constituted the research's final database. Data analysis consisted of three flows of activities: data reduction, data displays (conceptual maps) and conclusion drawing/verification. The results point out to the identification of four major groups of enabling conditions - social/behavioral, cognitive/epistemic, informational and business/managerial - which can be singly or freely combined into different knowledge processes - creation, sharing/transfer and use - occurring in different levels of interactions - individual, group, organizational, inter-organizational. The conclusions suggest that the concept of ba and its underlying concepts are indeed sine qua non conditions for organizational knowledge creation and innovation processes, though ba is still both theoretically and empirically under-explored. Concerning the management of enabling contexts in knowledge organizations, the study revealed that the main arising challenges rely on the implementation and development of the issues comprised on the four groups of enabling conditions identified, most especially social/behavioral and business/managerial.

The post Nonaka concept of ba: Eclectic roots, evolutionary paths and future advancements

This paper investigates and analyses the concept of ba – or enabling context – in the fields of information science, information systems and management/business literature in order to understand its conceptual evolution, discussions, applications and expansion since its introduction in 1998 by Nonaka et al. The qualitative methodology is bibliographic and comprises – among others – the methods of citation analysis and content analysis. A resulting selection of 135 papers, 4 dissertations/theses and 4 books constituted the research's final database. Data analysis consisted of three flows of activities: data reduction, data displays (in the forms of both conceptual and mind maps) and conclusion drawing/verification. The results point out to the identification of four major groups of enabling conditions – social/behavioral, cognitive/epistemic, informational and business/managerial – which can be singly or freely combined into different knowledge processes – creation, sharing/transfer and use – occurring in different levels of interactions – individual, group, organizational and inter-organizational. Based on these results, a decision cube is proposed in the form of a framework for designing enabling contexts in knowledge organizations. The conclusions suggest that the concept of ba and its underlying concepts are indeed sine qua non conditions for organizational knowledge creation and innovation processes, though ba is still both theoretically and empirically under-explored. Organizations interested in pursuing knowledge management (KM), innovation and ba may wish to be guided by the enabling conditions presented in this paper.

313 組立セル改善活動における組織的知識創造プロセスの観察と分析(OS3-3 人と環境にやさしいシステム)

The competitiveness of a manufacturing system has a dynamic nature and hence should be maintained through innovations and continuous improvements. How to accomplish effective innovations and continuous improvements is not simply a matter of how to choose an optimal one from a given set of solutions, but is rather the matter of how to create the solutions themselves as well as to find the problems to solve. This means that conducting innovations and continuous improvements in a manufacturing system can be deemed as another typical example of the organizational knowledge creation process. In order to establish a basis on which it can be considered how to manage and support the process, this research provides a state transition model explaining the process of how innovation and improvement ideas are being created through interactions among the members of a kaizen team. The model treats the knowledge creation process as a process of updating the set of mental models of the subject manufacturing system shared by the team members through utterance elements. An actual discussion process on how to improve a two-stage assembly cell is also analyzed according to the proposed model.

The impact of virtual technologies on knowledge-based processes: An empirical study

This study examines the organizational knowledge creation processes in two highly virtual teams involved in new product development projects in the automotive industry. Using Nonaka's model of knowledge creation, we explore how the virtualization of knowledge-based processes, i.e. the intensive exploitation of information and communication technologies (ICTs), has led to new forms of knowledge creation at both the individual and organizational levels. In contrast to previous studies that identify knowledge codification as the main contribution of ICTs, this study provides detailed micro-level evidence about the ability of virtual technologies to support the transfer and the creation of new knowledge – both explicit and tacit – and offers some implications for scholars and practitioners.

Mentoring global female managers in the global marketplace: traditional, reverse, and reciprocal mentoring

A stream of research exists that focuses on traditional mentoring (senior female managers mentoring junior members in a domestic organization). The literature further indicates that females are increasing in number but may receive less mentoring than males and expatriates may receive less mentoring than domestic employees. A new paradigm, reverse mentoring, has emerged (e.g., a junior person, knowledgeable of the rapid technological change and globalization of business, acts as the mentor for a senior person). This paper proposes a third type of mentoring, ‘reciprocal’, as essential for competition in global markets. It is argued that mentoring can become a strategic tool in the organizational knowledge creation and transfer process. Moreover, mentoring could serve as a competitive advantage in creating an effective support system for female global female managers.

Beyond the learning process and toward the knowledge creation process: Linking learning and knowledge in the supportive learning culture

This integrative literature review synthesizes the concepts and process of organizational knowledge creation with theories of individual learning. The knowledge conversion concept (Nonaka & Takeuchi, 1995; Nonaka, Toyama, & Byosiere, 2001) is used as the basis of the organizational knowledge creation process, while major learning theories relevant to working adult learners are newly synthesized into four types of individual learning processes: adaptive, generative, transformative, and reflective. The results suggest an integrative conceptual flow map of individual and organizational learning facilitated by culture and management system enablers. Implications for using this conceptual framework for practicing performance technology solutions are also discussed.

A Theoretical Approach to the Organizational Knowledge Formation Process: Integrating the Concepts of Individual Learning and Learning Organization Culture

The purpose of this article is to examine the link between individual learning processes and continuous organizational knowledge formation through an integrated literature review of these perspectives from both academic and practical viewpoints. In the current fierce economic environment, individual knowledge is regarded as the most valuable asset for competitive advantage. However, only when individual knowledge is accumulated and embedded into organizational culture as organizational knowledge can it be considered the critical factor for the promotion of performance improvement. In this research, two process-oriented factors—individual learning processes and organizational knowledge creation—were reviewed by means of theoretical and integrative analysis based on a lack of empirical research on the association between these two key factors and organizational performance improvement. The results of this research propose an integrated conceptual map for effective organizational performance improvement through organizational knowledge formation based on individual learning and organizational knowledge creation processes.

POST-ANALYSIS OF KNOWLEDGE-CREATION PROCESSES IN SMALL RESEARCH PROJECTS

This paper proposes a work guide (or framework) for analyzing organizational knowledge creation processes of small research projects, integrating basic concepts (or primitives) from several existing knowledge-creation theories. This guide has been developed during the evaluation of projects. We present results of the process analysis of research projects that have been completed recently. We indicate evidence of the concepts through our own experience and remark on differences among processes of different projects.