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1.
《International Journal of Information Management》2017,37(4):313-316
In an increasingly globalized and hyper connected business environment, using knowledge strategically is often critical for competitive performance. This article is motivated to illuminate the notion of strategic knowledge management (SKM) in organizations. In this regard, executives need to develop an informed understanding of what types of organizational knowledge (and how much) can be ‘structured’ and/or allowed to ‘proliferate’ in order to sustain both work productivity and innovation capacity toward a harmonious conceptualization of strategic knowledge in their organizations. This conceptual paper is based on analysing certain exemplars of why organizations need to put greater emphasis on the equivalence between codification and personalization in the context of strategic knowledge management. Our explanations on managing strategic knowledge through different examples provide insights and pitfalls that organizations must be aware of and are as follows. Firstly, we argue that an exclusive emphasis on codification or personalization runs the risk of ‘knowledge structuration’ or ‘knowledge proliferation’ respectively in an organization’s strategic knowledge management. Secondly, executives should continuously realize the need to emphasize on equivalence (or congruence) between codification and personalization aspects of SKM in order to keep enduring work productivity and innovation capacity in organizations. Thirdly, we argue that SKM initiatives that prodigiously focus on either codification or personalization can lead to pitfalls despite plenty of managerial interventions. We further believe that our proposed ideas will be worthwhile considerations for executives/leaders responsible for strategy, IT and innovation divisions of the organization to determine whether its organization’s knowledge engine is running smoothly, and if not, where to direct their energy to yield long term and robust outcomes. 相似文献
2.
Knowledge is distributed unevenly through most enterprises. Hence, flows of knowledge (e.g., across time, people, locations, organizations) are critical to organizational efficacy and performance under a knowledge-based view of the firm. However, supported principally by narrative textual theory in the emerging knowledge management (KM) field, the researcher has difficulty describing how different kinds of knowledge will flow through various parts of an organization. This causes difficulty also for predicting the effects of alternate approaches to dispersing knowledge that ‘clumps’ in various areas. This problem is also manifest for the KM professional, who lacks clear theory or tools to anticipate how any particular information technology or other managerial intervention may enhance or impede specific knowledge flows in the enterprise. In this expository article, we build upon a steady stream of research in computational organization theory to develop agent-based models of knowledge dynamics. This work draws from emerging theory for multidimensional representation of the knowledge-flow phenomenon, which enables the dynamics of enterprise knowledge flows to be formalized and emulated through computational models. This approach provides the means for knowledge-flow processes to be visualized and analyzed in new ways. Computational experimentation enables the performance of many alternate process designs and technological interventions to be compared through examination of dynamic models, before committing to a specific approach in practice. We illustrate this research method and modeling environment through semi-formal representation and agent-based emulation of several knowledge-flow processes from the domain of software development. We also outline key directions for the new kinds of KM research and practice elucidated by this work. 相似文献
3.
Phrases such as ‘knowledge-intensive organizations’ (KIOs) and ‘knowledge-intensive firms’ (KIFs), have recently found common usage, describing the distinct activities and attributes of some organizations. But a review of the literature reveals a lack of consensus among scholars and practitioners on the definition of KIOs. What is also absent from the discussion is an agreement on the factors that differentiate KIOs from non-KIOs, and how those factors affect knowledge management (KM) theory and practice. The objective of this paper is to extend a typology of KIOs as a preliminary step to conducting research on these types of organizations. With the typology of KIOs presented in this paper, we hope to provide a basis of distinguishing these organizations from other organizations, and also to allow one to perform comparative organizational analysis. The typology will also help researchers identify which of the organizations are knowledge-intense, and the nature of their knowledge-intensity, so that they help these organizations in designing appropriate KM tools. 相似文献
4.
This paper argues that Knowledge Management Technology (KMT) is socially constructed in use based on the affordances and constraints of the technology artefact. Since many Knowledge Management (KM) systems are introduced with vague purposes (such as to improve knowledge sharing) it is therefore their affordances and constraints which strongly shape the socially constructed ‘KMT-in-practice’. The paper argues that knowledge is also socially constructed and that knowledge creation requires an element of surprise and challenge to routine. Using a case study of the British Council's KM programme between 1998 and 2003, the paper explores the social construction of a KMT as it is developed and used; describing how various features afforded by the technology influence its adoption and institutionalisation. The paper concludes by arguing that KMTs-in-practice, which are successful in supporting knowledge creation, must paradoxically remain in a state of neither stabilisation and acceptance, nor abandonment and disuse. Practical implications of how this might be achieved are provided. 相似文献
5.
The creation of several forms of knowledge that would enable organizations to ask and say the right things during complex diagnoses is proposed. Based on the concept of knowledge combustion, the hypothesis testing knowledge blend (HTKB) is the cognitive equivalent of petrol for the combustion engine. The HTKB requires the creation of a knowledge hybrid that uses existing technologies to ask and say the right things. In addition to timing mechanisms and problem space maps, two forms of declarative knowledge (directions and explanations) are integrated to create the HTKB. These directions and explanations would be obtained directly from the video recordings of diagnosticians conducting teleconsultations. By providing these profound dialogues during the conduct of complex diagnoses, the HTKB should increase the knowledge capital of organizations. Formal analyses are beginning to validate the conceptual structure (blue print) presented in this paper, and the results will be provided in the future. 相似文献
6.
In the management literature, tacit knowledge has been conceptualised in partial, divergent, and contradictory ways. This paper reconciles these different approaches by explaining how they address different aspects of the theory of tacit knowing developed through the seminal work of Michael Polanyi. To clarify Polanyi’s work, we provide a more inclusive theoretical framework for scholars concerned with the creation and transfer of knowledge. Using this framework, we examine the implications for theory and practice of these different conceptualisations and suggest areas for future research. We conclude by proposing that new insights can be gained by reconsidering the concepts of knowing, tacit integration and indwelling where tacit knowing is developed by practical immersion. 相似文献
7.
Andrew Davies Lars Frederiksen Eugenia Cacciatori Andreas Hartmann 《Research Policy》2018,47(8):1403-1417
Prior research on organizational routines in the ‘capabilities’ literature has either studied how new routines are created during an exploratory process of variation and selection or how existing routines are replicated during a phase of exploitation. Few studies have analyzed the life cycle of new routine creation and replication as an integrated process. In an in-depth case study of England’s Highways Agency, this paper shows that the creation and replication of a new routine across multiple sites involves four sequential steps: envisioning, experimenting, entrenching and enacting. We contribute to the capabilities research in two ways: first, by showing how different organizational levels, capabilities and logics (cognitive and behavioural) shape the development of new routines; and second, by identifying how distinct evolutionary cycles of variation and selective retention occur during each step in the process. In contrast with prior research on replication as an exact copy of a template or existing routine, our study focuses on the replication of an entirely new routine (based on novel principles) that is adapted to fit local operational conditions during its large-scale replication across multiple sites. We draw upon insights from adjacent ‘practice research’ and suggest how capabilities and practice studies may complement each other in future research on the evolution of routines. 相似文献
8.
International strategy is enhanced by organizations’ ability to learn in host markets; yet, it remains ambiguous how post-entry knowledge gaps between home – and host country shape MNE’s absorptive capacity. This article builds on the specific contributions of ‘extreme case’ internationalization to advance literature in this field. We foster the understanding of the role of rare knowledge and the mechanisms that link knowledge acquisition to absorptive capacity dynamics used in the internationalization path of multinational enterprises (MNEs). We opt for in-depth qualitative research into the post-entry phase of ‘extreme’ (thus particularly crude) international joint venture (IJV) investment, and analyze the perspective of managers from a developed economy MNE located in a high-risk, weak-institutions host country. The firm’s absorptive capacity and its interaction with external environments that are categorized into four distinct contexts are found to be contingent upon pro-active experiential learning, concurrent to managerial willingness and simultaneous organizational commitments to learning and to exploiting rare knowledge. We thus uncover managerial perceptions of a knowledge gap identified as host-country challenges and resulting managerial solutions, which reveal rare learning opportunities and knowledge exploitation dynamics. The capacity to compensate for knowledge gaps is a critical key within the design and consolidation of an alternative internationalization path for developed-country MNEs. This challenges the traditional risk–return–commitment dependencies in prior literature. 相似文献
9.
《Research Policy》2019,48(8):103766
Organizations build strategic alliances with other firms with the intent of tapping into partners’ resources and capturing long-term value from these relationships. Such partnerships are typically governed by contractual or equity arrangements with clear mutual obligations. More recently, however, organizations have begun to seek strategic partnerships with open innovation communities, which are novel digitally enabled forms of organizing, and where contractual commitments are not possible. Thus, selecting the right open innovation community as an alliance partner becomes a more complex decision. We follow how the organizational decision makers, in two technology firms that were pioneers of forming strategic alliances with open innovation communities, developed metrics around making such decisions. We build upon Shah and Swaminathan’s (2008) contingency model of alliance partner selection and consider how it applies to the case of partnering with open innovation communities. This framework was useful in to frame our findings, yet our work recognizes and builds upon two key differences: 1) the evaluation metrics used in selecting an open innovation community were more focused on value creation than value capture; and 2) open ecosystem considerations, and not just partner-specific metrics, featured prominently in this type of alliance partner evaluation. We develop the notions of community and ecosystem health to refer to these new metrics. 相似文献
10.
As the US federal civilian workforce is ‘graying’, knowledge management (KM) can play a critical role in the strategic management of human capital in a government organization. KM should probably be a key pillar of the human capital strategy, along with competency management, performance management, and change management. Even though the need is great for knowledge management in government organizations, many of these agencies do not have a clear vision or strategy as to how to implement KM in their organization. To help those in the federal sector in implementing KM, this paper will discuss components of the knowledge management implementation plan at a leading US government organization (using GOV as the pseudonym) following a KM pyramid framework. 相似文献
11.
Paul B. de Laat 《Ethics and Information Technology》2008,10(1):57-69
Trust between transaction partners in cyberspace has come to be considered a distinct possibility. In this article the focus is on the conditions for its creation by way of assuming, not inferring trust. After a survey of its development over the years (in the writings of authors like Luhmann, Baier, Gambetta, and Pettit), this mechanism of trust is explored in a study of personal journal blogs. After a brief presentation of some technicalities of blogging and authors’ motives for writing their diaries, I try to answer the question, ‘Why do the overwhelming majority of web diarists dare to expose the intimate details of their lives to the world at large?’ It is argued that the mechanism of assuming trust is at play: authors simply assume that future visitors to their blog will be sympathetic readers, worthy of their intimacies. This assumption then may create a self-fulfilling cycle of mutual admiration. Thereupon, this phenomenon of blogging about one’s intimacies is linked to Calvert’s theory of ‘mediated voyeurism’ and Mathiesen’s notion of ‘synopticism’. It is to be interpreted as a form of ‘empowering exhibitionism’ that reaffirms subjectivity. Various types of ‘synopticon’ are distinguished, each drawing the line between public and private differently. In the most ‘radical’ synopticon blogging proceeds in total transparency and the concept of privacy is declared obsolete; the societal gaze of surveillance is proudly returned and nullified. Finally it is shown that, in practice, these conceptions of blogging are put to a severe test, while authors often have to cope with known people from ‘real life’ complaining, and with ‘trolling’ strangers. 相似文献
12.
《Information processing & management》2023,60(5):103457
In recent times, continuous evolutions in digital technologies are triggering new business models (BMs) within virtual environments. This phenomenon is defining a new economy staging in so-called metaverses. Here, physical-world BMs are modified, virtual-world BMs are implemented, and combinations of physical-world and virtual-world BMs are performed. As a result, new mechanisms of value creation and value capture at the crossroads of physical and virtual economies arise in the metaverse. This paper aims at understanding which are these value mechanisms and how organizations can develop them. To this aim, the paper analyzes the cases of four cross-industry incumbents (namely, Gucci, Samsung, Hyundai, and Nike), which are pivoting their BMs in the metaverse. A framework indicating how to innovate BMs in the metaverse is provided, by looking at both “phygital” transformations (i.e., transformations aimed at joining physical and digital worlds’ realities) and completely virtual immersions shaping firms’ internal processes and relationships with customers. In this way, the paper supports companies in turning the metaverse into value, while also extends the scant academic knowledge on the metaverse’ impact on innovation of BMs. 相似文献
13.
Effective teamwork, knowledge coordination, and knowledge creation are recognized as essential sources of team effectiveness and creativity in modern organizations. Nowadays, social media is significantly modifying the patterns in the use of technology to support knowledge management practices in teams. At the same time, the literature shows that transactive memory system (TMS), which refers to how team members share their distributed knowledge and expertise, is an important factor affecting team performance. However, minimal effort has been made to elaborate on the precise role of social media in supporting TMS for enhancing absorptive capacity (ACAP) and knowledge creation capability (KCC) of the team, which in turn might influence team creative performance (TCP). Therefore, to address this gap in the literature, a theoretical model is developed and validated. Survey data collected from 334 members of 68 knowledge work teams indicated that social media use at work has a positive relationship with TMS and both social media use at work and TMS are positively related to ACAP and KCC of the team. Results further indicated that ACAP positively influenced KCC, and both have a direct relationship with TCP. This study shows that careful investment in social media by an organization can enhance meta-knowledge of “who knows what” within teams. Finally, exploring external knowledge alone is not enough. Instead, organizations must ensure external knowledge is utilized to create new knowledge to improve TCP. 相似文献
14.
Anna Jonsson 《知识管理研究与实践》2015,13(1):45-58
The aim of this paper is to develop our understanding of how knowledge is shared within a professional service firm. Insights from a 1-year ethnographic study suggest that it is important to go beyond the ‘theoretical limitations’ of knowledge management in order to understand how to manage knowledge within a firm. From the analysis of how knowledge is shared in practice, three logics emerge that help us understand not only how, but also why knowledge is shared among professionals within a professional service firm. A conceptual framework regarding how to better understand sharing, handling and developing knowledge within an organization is discussed, and implications for managers and future research are outlined. 相似文献
15.
《International Journal of Information Management》2016,36(1):1-8
Social media is growing rapidly. Providing both risks and opportunities for organizations as it does. The social strategy cone is developed for evaluating social media strategies. This framework comprises of seven key elements of social media strategies as based on a systematic literature review and case studies. The results of 21 interviews have contributed to the construction of the social media strategy cone for analyzing social media strategies. Three levels of maturity of social media strategy are proposed: initiation, diffusion and maturity. Initiation includes the key elements: ‘target audience’ and ‘channel choice’ while all case organizations studied payed attention to these elements. Diffusion includes the elements: ‘goals’, ‘resources’ and ‘policies’. Maturity adds the elements of ‘monitoring’ and ‘content activities’. Only 3 of the 9 organizations studied are in this phase of maturity. Although, theory suggests the importance of the element of ‘monitoring’ our research shows the need for more attention in practice. 相似文献
16.
Knowledge conversion is a prominent theme within the knowledge management field and the question arises how knowledge creation processes can grow innovation capability maturity. This notion provides the platform for aligning knowledge creation processes to the requirements for innovation capability growth from one maturity level to the next. In order to achieve this alignment, the authors identified a knowledge creation path as a key enabler for maturity growth in each innovation capability area. Knowledge management tools and organisational facilitating conditions that support the specific knowledge processes highlighted in the identified path were identified through a literature study and subsequently synthesised to form a framework. This framework provides guidelines for the use of knowledge creation processes as a vehicle to improve innovation. The amount of time needed to practically test the framework does not allow for the practical implementation of the framework and the impact of the framework was demonstrated by discussing a practical organisational scenario. 相似文献
17.
政府绩效管理的实质是以绩效合同为中心的设计、实施、验收和激励的整体流程。在开展绩效管理工作中,各方主体所持有的剩余控制权直接影响各方主体的行动逻辑,进而内化成各具特征的制度运行模式。为回答“如何开展绩效管理工作”以及“如何影响绩效管理工作结果”的问题,本研究以A市机关工委、B区组织部、C县地税局的绩效管理工作为例,借助“控制权”理论视角,基于“控制权”在绩效管理制度运行过程中的三个维度,即目标设定权、检查验收权、激励分配权,探讨权力配置与行动逻辑之间的影响关系,形成绩效管理“高度互动型”、“主导支配型”、“系统直控型”三种不同的制度运行模式。并且,权力配置会随着制度运行而发生转变,在影响各参与主体行动逻辑的同时,组织行为也在影响剩余控制权的再次组合分配。 相似文献
18.
Social media challenge knowledge management because of encouraging conversations, networking and participation in more distributed, diverse and dynamic ways of knowledge development and increasingly important individuals’ interests driving them. Hence, we need to understand the complex relationships between different qualities of knowledge developed in informal and formal processes as well as for overcoming misalignments in routines, tools and infrastructures supporting organizational knowledge creation. This paper contributes a maturation perspective towards explaining organizational knowledge creation and presents a knowledge maturing model, which is grounded in organizational practice and validated with qualitative and quantitative empirical and design studies. The results describe how characteristics of knowledge and support by IT change between phases of knowledge maturing. Our findings confirm theories of organizational knowledge creation with respect to expanding scopes from individuals through communities to organizations moving from interest-driven knowledge exploration in informal contexts to goal-driven knowledge exploitation in formal contexts. The maturation perspective adds to our understanding that organizational knowledge creation is not simply a continuous process. Phases that emphasize changeability alternate with phases concerned with stability. Knowledge develops in contexts that need to switch multiple times between opening up for new knowledge and filtering relevant knowledge and between de- and re-contextualization. 相似文献
19.
Scott Janzwood 《Research Policy》2021,50(6):104225
"Mission-oriented" public research organizations invest in R&D to improve decision-making around complex policy problems from climate change to asteroid impacts, thus producing public value. However, the estimation of benefits produced by such R&D projects is notoriously difficult to predict and measure - a challenge that is magnified for global catastrophic risks (GCRs). GCRs are highly uncertain risks that may pose enormous negative consequences for humanity. This article explores how public research organizations systematically reduce key uncertainties associated with GCRs. Building off of recent literature highlighting the organizational and political factors that influence R&D priority-setting at public research organizations, this article develops an analytical framework for explaining R&D priority-setting outcomes that integrates the key stages of decision analysis with organizational and political dynamics identified in the literature. This framework is then illustrated with a case study of the NASA Planetary Defense Coordination Office, which addresses the GCR of near-Earth object (asteroid and comet) impacts. The case study reveals how organizational and political factors interact with every stage in the R&D priority-setting process - from initial problem definition to project selection. Lastly, the article discusses the extent to which the case study can inform R&D priority-setting at other public organizations, particularly those addressing GCRs. 相似文献
20.
This paper provides an empirical insight into the social complexities of practically supporting the knowledge creation processes within a project setting. It helps address a gap in knowledge in the project management, organizational learning and knowledge management literatures, concerning the dynamics of situated learning. Drawing on the findings of a participative action research case study investigation of project-based learning, this paper argues that predominantly adopting a ‘personalization approach’ to manage knowledge flows within a project setting most significantly stimulates situated learning activity. This approach also underpins project participants’ communal and critical reflection on their knowledge management practices and on other sociological elements within their environments that affect their situated learning activities. Undertaking those learning actions only further energizes project participants’ learning activity and progressively helps develop their skills in ‘learning how to learn’. 相似文献