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Tacit Knowledge and Knowledge Conversion: Controversy and Advancement in Organizational Knowledge Creation Theory
Nonaka's paper [1994. A dynamic theory of organizational knowledge creation. Organ. Sci. 5(1) 14-37] contributed to the concepts of \"tacit knowledge\" and \"knowledge conversion\" in organization science. We present work that shaped the development of organizational knowledge creation theory and identify two premises upon which more than 15 years of extensive academic work has been conducted: (1) tacit and explicit knowledge can be conceptually distinguished along a continuum; (2) knowledge conversion explains, theoretically and empirically, the interaction between tacit and explicit knowledge. Recently, scholars have raised several issues regarding the understanding of tacit knowledge as well as the interaction between tacit and explicit knowledge in the theory. The purpose of this article is to introduce and comment on the debate about organizational knowledge creation theory. We aim to help scholars make sense of this debate by synthesizing six fundamental questions on organizational knowledge creation theory. Next, we seek to elaborate and advance the theory by responding to questions and incorporating new research. Finally, we discuss implications of our endeavor for organization science.
Journal Article
Knowledge sharing through inter-organizational knowledge sharing systems
Purpose
Inter-organizational knowledge sharing systems (IOKSS) are crucial for scientific, social and economic development especially in knowledge-intensive sectors. Knowledge sharing processes and systems will not only be challenged by individual and organizational factors but also by social, technical and political inter-organizational factors. This paper aims to investigate the impact of knowledge worker, peer, IOKSS, organization and sector factors on knowledge workers’ intention to share knowledge through IOKSS. Knowledge workers are the key stakeholders that enable the survival of IOKSS.
Design/methodology/approach
Data were collected, through a questionnaire, from knowledge workers in the education and the health sectors.
Findings
This study found that the human factors (related to knowledge workers and their peers) have significant direct impact on intention to share knowledge through IOKSS. Other factors, such as IOKSS system, organization and sector factors showed indirect impacts on knowledge workers’ intention to share knowledge through IOKSS. Such investigation can be very valuable for developing countries as technological innovations such as IOKSS can be crucial for training and building human resources, and national knowledge management.
Originality/value
Little is empirically known about the enablers of sharing knowledge in systems that connect organizations in horizontal linkage in a specific sector or industry. The study also adds value to under investigated region.
Journal Article
Corporate knowledge discovery and organizational learning : the role, importance, and application of semantic business process management
\"This book investigates organizational learning from a variety of information processing perspectives. Continuous change and complexity in regulatory, social and economic environments are increasingly forcing organizations and their employees to acquire the necessary job-specific knowledge at the right time and in the right format. Though many regulatory documents are now available in digital form, their complexity and diversity make identifying the relevant elements for a particular context a challenging task. In such scenarios, business processes tend to be important sources of knowledge, containing rich but in many cases embedded, hidden knowledge. This book discusses the possible connection between business process models and corporate knowledge assets; knowledge extraction approaches based on organizational processes; developing and maintaining corporate knowledge bases; and semantic business process management and its relation to organizational learning approaches. The individual chapters reveal the different elements of a knowledge management solution designed to extract, organize and preserve the knowledge embedded in business processes so as to: enrich organizational knowledge bases in a systematic and controlled way, support employees in acquiring job role-specific knowledge, promote organizational learning, and steer human capital investment. All of these topics are analyzed on the basis of real-world cases from the domains of insurance, food safety, innovation, and funding\" -- Provided by publisher.
Book
Towards a Measurable Substance of Organizational Knowledge
This study demonstrates how humanized, work processes generate measurable knowledge for the organization. However, because knowledge naturally defies operationalization, this study employed a reification methodology towards giving it some concrete property. With this, the paper explored the complementary relationship among the heterogeneous knowledge resources to develop a “KonCapExp” model for measuring organizational knowledge. The findings thus reveal that there are socio-technical interactions among the organizational work elements (workers, tools, and tasks, tangible resources). And that through socio-technical interactions, organizations create, not only visible goods and services, but also measurable knowledge. Also, the study revealed that the measurable, complementary, knowledge resources exhibit an associative relationship that portends higher-order value for stakeholders. The paper, therefore, advocates that knowledge be operationalized using practice-friendly absorptive capacity and competence constructs.
Journal Article
Knowledge Management Processes and International Joint Ventures
The management and processing of organizational knowledge are increasingly being viewed as critical to organizational success. By exploring how firms access and exploit alliance-based knowledge, the authors provide evidence to support the argument that the firm is a dynamic system of processes involving different types of knowledge. Using data from a longitudinal study of North American-based joint ventures (JVs) between North American and Japanese firms, they address three related research questions: (1) what processes do JV partners use to gain access to alliance knowledge; (2) what types of knowledge are associated with the different processes and how should that knowledge be classified; and (3) what is the relationship between organizational levels, knowledge types, and the transfer of knowledge?
Although many generalizations have been drawn about the merits of knowledge-based resources and the creation of knowledge, few efforts have been made to establish systematically how firms acquire and manage new knowledge. Moreover, prior alliance research has not addressed in detail the nature of alliance knowledge and how knowledge is managed in the alliance context. The authors examine the processes used by alliance partners to transfer knowledge from an alliance context to a partner context. They identify four key processes—technology sharing, alliance-parent interaction, personnel transfers, and strategic integration—that share a conceptual underpinning and represent a knowledge connection between parent and alliance. Each of the four processes is shown to provide an avenue for managers to gain exposure to knowledge and ideas outside their traditional organizational boundaries and to create a connection for individual managers to communicate their alliance experiences to others.
Although all of the knowledge management processes are potentially effective, the different processes involve different types of knowledge and different organizational levels. The primary types of knowledge associated with each process are identified and then linked with the organizational level affected by the transfer process. From those linkages, several propositions about organizational knowledge transfer and management are developed. The results suggest that although a variety of knowledge management strategies can be viable, some strategies lead to more effective knowledge transfer than others.
Journal Article
ORGANIZATIONAL KNOWLEDGE NETWORKS AND LOCAL SEARCH: THE ROLE OF INTRA-ORGANIZATIONAL INVENTOR NETWORKS
Research summary: While firms tend to build on their own knowledge, we distinguish between depth and breadth of local search to investigate the drivers of these behaviors. Given that inventors in a firm carry out the knowledge creation activities, we strive to identify inventors responsible for these behaviors by employing the notion of an intra-firm inventor network. A longitudinal examination of 14,575 inventors from four large semiconductor firms using patent data supports our hypotheses that the reach of inventors in the intra-firm network and their span of structural holes have independent and interactive effects on these two types of local search behaviors. These findings have implications for research on exploitation and exploration, organizational knowledge, knowledge networks, and micro-foundations. Managerial summary: Large amounts of knowledge may reside within firm boundaries, and managers are interested in understanding who may leverage this knowledge to generate novel ideas. We focus on collaborations among knowledge workers to address this question. Using the collaborations among all knowledge workers in a firm, we show that those who have higher reach to all others and those who form bridges to connect unconnected groups of workers tend to leverage not only more organizational knowledge, but also knowledge that is more dispersed in the organization. Managers could use these insights to shape the use of organizational knowledge by firm inventors, and also to make decisions about granting or withholding access to internal knowledge platforms for knowledge workers.
Journal Article