Research on Dynamic Business Management Model Based on the Process of Knowledge Creation and Conversion

This article aims to identify the types of knowledge needed in reducing the risk of disasters and challenges in applying knowledge. Based on the literature review, this article analyzes various kinds of knowledge, the process of knowledge creation, and the challenges of knowledge transmission. Basically, knowledge consists of explicit and tacit knowledge. In the context of disasters, most of the knowledge is tacit in individual local people (indigenous knowledge). Tacit knowledge can motivate someone to make decisions (act) when a disaster occurs. To be understood and disseminated to the wider community, tacit knowledge needs to be converted into explicit knowledge and scientifically validated. This article proposes the importance of integrating tacit knowledge in the form of local knowledge to become explicit knowledge so it can be widely used. Knowledge built in a bottom-up manner, which comes from local knowledge, is believed to be effective in disaster risk reduction. However, in some countries, the process of applying the knowledge is constrained by a fatalism that is influenced by social culture and religious beliefs.

Collective processes of organizational knowledge creation remain poorly explored. Yet efficient knowledge management has to focus on those processes as far as it aims at dealing with sustaining knowledge development and knowledge sharing rather than solely its memorization. In this paper, we present a comparative analysis of two processes of knowledge creation within a business intelligence unit. This analysis leads to a five stages model that can be used either as a descriptive or prescriptive tool for knowledge management.

Purpose: This research was aimed at investigating organisational support by means of knowledge conversion processes toward maturity growth in innovation capability areas. Problem investigated: No formal guidelines exist for the use of knowledge management to grow innovation capability maturity. As knowledge management plays a fundamental role in an enterprise's ability to innovate successfully, the following question arises: Can knowledge creation processes be used to enable innovation capability maturity growth? Methodology: The literature therefore provides a strong basis for the argument that knowledge management and more specifically knowledge creation processes could be used to improve an enterprise's innovation capability maturity. A knowledge creation framework that enables innovation capability maturity growth was designed by aligning knowledge creation processes to the requirements for innovation capability growth from one maturity level to the next. The time-frame of the research did not allow the implementation of the framework, and five industry and subject theory experts were used to evaluate the framework. Findings: All five experts responded positively to, and were in agreement that the reasoning applied when identifying the specific knowledge creation process path as a key enabler of growth between innovation capability maturity levels is logical and sound. Value of research: The unique research contribution of the framework lies in providing a tangible link between the fields of knowledge management and innovation capability maturity.Conclusion: The impact of this research lies in the development of a knowledge creation framework that provides guidelines for the use of knowledge creation processes as a vehicle for innovation capability maturity growth.

Knowledge creation processes as critical enablers for innovation

Thanks to reputation and gamification mechanisms, collaborative question answering systems coordinate the process of topical knowledge creation of thousands of users. While successful, these systems face many challenges: on one hand, the volume of submitted questions overgrows the amount of new users willing, and capable, of answering them. On the other hand, existing users need to be retained and optimally allocated. Previous work demonstrates the positive effects that two important aspects, namely engagement and expertise valorisation, can have on user quality and quantity of participation. The magnitude of their effect can greatly vary across users and across topics. In this paper we advocate for a more in-depth study of the interplay that exists between user engagement factors in question answering systems. Our working hypothesis is that the process of knowledge creation can be accelerated by better understanding and exploiting the combined effects of the interests and expertise of users, with their intrinsic and extrinsic motivations. We perform a study over 6 years of data from the StackOverflow platform. By defining metrics of expertise and (intrinsic and extrinsic) motivations, we show how they distribute and correlate across platform’s users and topics. By means of an off-line question routing experiment, we show how topic-specific combinations of motivations and expertise can help accelerating the knowledge creation process.

Employee involvement has long been recognized as an important factor in effective human resources and knowledge management. Yet, studies have not provided evidence to directly support the existence of a relationship between employee involvement and the process of knowledge creation. A theoretical framework based on previous research and tested via an analysis of data collected from 235 banking employees in Karachi, Pakistan, shows how a culture of employee involvement relates to knowledge on the job. The findings indicate that three aspects of a culture of employee involvement—empowerment, capability development, and team orientation—are positively correlated with the process of knowledge creation. Additional observations concerning the current state of knowledge creation in Pakistani banks yield practical insights. © 2017 Wiley Periodicals, Inc.

PurposeThis paper aims to develop and test a theoretical framework that examines the capacity of electronic open networks and closed interpersonal networks in building social capital and creating new knowledge. Specifically, this article aims to extend understanding in the field of knowledge management by examining how social networks can accumulate social capital and build up potential and absorptive capacity for the creation of new knowledge.Design/methodology/approachThe authors reviewed the literature on open electronic social networks and closed interpersonal networks, social capital and absorptive capacity to examine how different types of networks accumulate different dimensions of social capital and develop different measures of absorptive capacity. A model was developed that hypothesizes that open networks can impact the structural and cognitive dimension of social capital but have less than a moderate effect on the relational dimension. The model is tested in the academic community using a sample of 22 research faculties from ten different research institutions within the MIS departments and five from Marketing.FindingsThe paper posits that electronic open networks have a significantly higher impact on the structural and cognitive dimension of social capital and a less than moderate impact on the relational dimension. Electronic open networks are, thus, best suited for acquiring and assimilating new knowledge, however the transformation and exploitation of knowledge require the cohesive ties of closed networks.Research limitations/implicationsThe combinative effect of electronic open networks and closed interpersonal networks is critical for the development of a potential and realized absorptive capacity and the creation of new knowledge. It is essential for researchers to examine the effect of different types of social networks on the process of knowledge creation and whether social capital accumulated in interpersonal networks can be leveraged in electronic open networks to enhance the process of knowledge creation.Practical implicationsBusinesses benefit from this line of research in knowing how well different types of social network are suited to the different phases of knowledge creation. Leveraging the capacity of open electronic networks and closed interpersonal networks can foster innovation.Originality/valueThere is no existing literature that has examined the relationship between different types of social networks, social capital, absorptive capacity, and knowledge creation. This paper provides a foundation for future studies that examine the combinative effect of closed interpersonal and open electronic networks.

We commented on the emergence of knowledge science, including epistemology, knowledge engineering, management science with knowledge management, sociological (soft) systems science, technology management, and technological (hard) systems science. As opposed to philosophic macro-theories of knowledge creation on long historical scale, many new micro-theories of knowledge creation for today and tomorrow emerged since 1990. All such micro-theories take into account the interplay of intuitive and emotional, tacit aspects of knowledge with rational and explicit aspects. A contemporary theory of intuition explains rationally why intuitive and emotive aspects are much stronger sources of creative ideas. There is a qualitative difference between group-oriented organizational processes of knowledge creation in industrial and market organizations and individual-oriented academic processes of knowledge creation; the latter can be described by a Triple Helix of academic knowledge creation. Combining both organizational and academic processes of knowledge creation is the prescriptive Nanatsudaki model of seven creative processes. The importance of diverse elements of these models was empirically supported by the results of a survey of creativity conditions in a Japanese university, using multiple criteria decision making for knowledge acquisition from large data bases.

In this chapter, we use the knowledge-based view (KBV) to investigate the concept of a business model (BM) and build a multi-level framework to explore its architecture and dynamics. In this framework, a BM can be viewed as a structured knowledge cluster contains both explicit and implicit parts. The architecture of a BM consists of three levels: components, sub-cluster business themes, and the overall BM. Based on this, the design and imitation of BMs is conceptualized as a dynamic process of (implicit and explicit) knowledge creation and cross-boundary diffusion. The proposed framework could provide a deeper understanding of the ontology and architecture of BMs, assist in the design of new business-related knowledge components and valuable linkages regarding its hierarchy. In addition, as a new analysis tool, this framework may not only help “ new entrants ” of a focal industry (or a “ niche” ) to successfully and effectively learn a well-established BM “archetype” but also help “ incumbents ” to design barriers to prevent their successful BM from being imitated. Drawing on a knowledge management (KM) approach, the BM can be conceptualized at a more fundamental level and the implicit part of BMs is explored and its importance and implications in BM innovation and diffusion is discussed.

Knowledge management (KM) approaches have been broadly considered to entail either a focus on organizing communities or a focus on the process of knowledge creation, sharing, and distribution. While these two approaches are not mutually exclusive and organizations may adopt aspects of both, the two approaches entail different challenges. Some organizational cultures might be more receptive to the community approach, whereas others may be more receptive to the process approach. Although culture has been cited widely as a challenge in knowledge management initiatives, and although many studies have considered the implications of organizational culture on knowledge sharing, few empirical studies address the influence of culture on the approach taken to knowledge management. Using a case study approach to compare and contrast the cultures and knowledge management approaches of two organizations, the study suggests ways in which organizational culture influences knowledge management initiatives as well as the evolution of knowledge management in organizations. Whereas in one organization, the KM effort became little more than an information repository, in the second organization, the KM effort evolved into a highly collaborative system fostering the formation of electronic communities.

Knowledge management approaches have been broadly considered to entail either a focus on organizing communities or a focus on the process of knowledge creation, sharing, and distribution. While these two approaches are not mutually exclusive and organizations may adopt aspects of both, the two approaches entail different challenges. Some organizational cultures might be more receptive to the community approach whereas others are more receptive to the process approach. Although culture has been widely cited as a challenge in knowledge management initiatives and many studies have considered the implications of organizational culture on knowledge sharing, few empirical studies address the influence of culture on the approach taken to knowledge management. Using a case-study approach to compare and contrast the cultures and knowledge management approaches of two organizations, the study suggests the ways in which organizational culture influences knowledge management initiatives as well as the evolution of knowledge management in organizations. Whereas in one organization the KM effort became little more than an information repository, in the second organization, the KM effort evolved into a highly collaborative system fostering the formation of electronic communities.

Knowledge Management (KM) is the process of knowledge creation, knowledge acquisition, knowledge dissemination, knowledge storage and knowledge re-application. It is considered as one of the most important area of research in the era of globalization. Knowledge management practices are one of the important areas of knowledge management. The objectives of this study were to explore the perceptions of PhD approved supervisors about six factors of knowledge management. The study was quantitative in nature and cross sectional survey was used as method of the study. The population of study was all 4636 approved PhDs research supervisors of all public and private sector universities in Pakistan. By multi-stage sampling techniques 465 PhD approved supervisor were selected as sample. Seven major areas which were definition, plan, strategies, framework, unit, budgets, and coordination point of knowledge management in Pakistani universities were examined. Study concluded that there is absence of definitions, plan, strategies, framework, unit, budgets, and coordination point of knowledge management for practices and its implementation in universities of Pakistan. The results recommended that there may be provided knowledge management practices definitions in universities of Pakistan. Higher Education Commission and universities may be equipped with knowledge management unit, framework, coordination point and budgets for implementation.

Purpose - The researcher investigates the extent to which knowledge sharing moderates the relationship between knowledge creation and business process re-engineering (BPR) outcomes of financial services offered by financial institutions in Uganda. Design/Methodology - The study adopted cross-sectional survey design to collect data at one point in time using self-administered questionnaire to examine the relationship between knowledge creation and business processes. The study at first used statistical package for social scientists to establish clusters among the surveyed financial services and later a model was derived using R programming software to test for knowledge creation and business process re-engineering performance outcomes. Findings - The study found a significant conditional effect of knowledge sharing on knowledge creation and business process re-engineering outcomes. Implying that investment in knowledge sharing creates awareness about the financial services outcomes of financial institutions using business process re-engineering to provide financial services. Originality - This study contributes to business process re-engineering literature by advancing the idea that BPR is an important economic resource that enhanced through instituting knowledge creation and sharing practices in a complex environment. Ideally, creating and sharing knowledge is one of the drivers of customer value, efficiency, and effectiveness of financial services in financial institutions. Practical Implications - Managers of financial institutions need to pay keen interest in managing business processes using relevant knowledge and transforming in new products, new processes, and new markets to boost business process re-engineering outcomes by building a strong knowledge creation system through training and development programs for senior managers.

Vatandaş olma ile ilgili kavramsal anlayış, bireylerin okulda doğrudan öğretim ve ders kitapları aracılığıyla edindiği açık bilgiler kadar, sosyo-kültürel ve siyasal ortamlarda edindiği örtük deneyimsel bilgiyi de içermektedir. Vatandaş olma ile ilgili edindiğimiz açık ve örtük kavramsal bilgi, vatandaş olarak sahip olduğumuz değerlerimizi, tutumlarımızı ve ortaya koyduğumuz davranışlarımızı da etkiler. Bu araştırmanın amacı, ortaokul yedinci sınıf öğrencilerinin vatandaş kavramına ilişkin örtük ve açık bilgilerini belirlemektir. Araştırma yakınsayan paralel karma yöntem kullanılarak gerçekleştirilmiştir. Vatandaş kavramı ile ilgili örtük bilgiyi belirlemek için seçilen 27 öğrenci, tipik durum örneklemesi ile açık bilgiyi belirlemek amacıyla seçilen 124 öğrenci ise basit seçkisiz örnekleme ile belirlenmiştir. Veriler, üç devlet okulunda öğrenim gören yedinci sınıf öğrencileri arasından gönüllü ve veli izni olan öğrencilerden toplanmıştır. Çalışmada örtük bilgi, repertuar ağı tekniği (RGT) ile elde edilmiştir. Açık bilgi, yedi açık uçlu sorudan oluşan bir test kullanılarak toplanmıştır. Örtük bilgi için elde edilen nitel veriler, içerik analizi ve İdiogrid 2.4 programı ile çözümlenmiştir. Öğrencilerin açık bilgi için testte verdikleri yanıtlar bütüncül rubrik ile puanlanmıştır. Verilerin analizinde frekans, yüzde, aritmetik ortalama, standart sapma, t–testi ve tek yönlü ANOVA kullanılmıştır. Araştırma sonucunda, öğrencilerin vatandaş kavramıyla ilgili örtük bilgilerine bakıldığında vatandaşı en fazla “İyi insan” olarak anlamlandırdıkları, buna karşılık en az “Hakları olan birey” olarak anlamlandırdıkları belirlenmiştir. "Bir vatandaş olarak ben" merkezi elementi ile "Nasıl bir vatandaş olmayı arzuluyorum?, “Çevremdeki diğer insanlara göre bir vatandaş olarak ben" ve "Nasıl bir vatandaş olmak zorundayım?" merkezi elementleri arasındaki farkı yansıtan öz değerlerine (Öklid katsayısı) göre öğrencilerin büyük çoğunluğunun vatandaş olma ile ilgili kendilerine ait öz değerlerinin yüksek olduğu saptanmıştır. Araştırmada öğrencilerin çoğunluğunun vatandaş kavramına ilişkin açık bilgilerinin "birinci düzeyde-yetersiz" olduğu, az sayıda öğrencinin "ikinci düzeyde-kısmen yeterli" olduğu; “üçüncü düzeyde-çoğunlukla yeterli” ve “dördüncü düzeyde-yeterli” puan alan öğrencinin olmadığı tespit edilmiştir. Öğrencilerin açık bilgi testinden elde ettikleri puanların ortalamaları arasında anne eğitim düzeyine, farklı kültürel özelliklere sahip arkadaşları olmasına ve evde konuşulan dillere göre anlamlı farklılık saptanırken, okulun bulunduğu yere, cinsiyete, baba eğitim düzeyine ve ana diline göre anlamlı farklılık tespit edilememiştir.

Purpose – The purpose of this paper is to analyze important theoretical work conducted in the research streams of co-opetition and value creation. While innovation is acknowledged as a desirable and empirically verified outcome of co-opetition between firms, academic research has not systematically examined value creation outcomes of intra-firm co-opetition. This study aims to explore the nature of co-opetitive relationships within the firm. Processes of knowledge creation, differentiation and evolution are presented in the paper. Design/methodology/approach – The paper examines and compares co-opetitive dynamics in different contexts, by adopting a multi-level approach to help understand and analyze the complex phenomenon of intra-organizational co-opetition. Value creation in an ecology perspective is discussed to enhance the conceptualization of the Quintuple Helix. Findings – This paper highlights the role of knowledge differentiation as a driver of value creation. In particular, intra-firm co-opetition dynamics are investigated in relationship with knowledge evolution. A theoretical model is proposed via the Dynamics of Ultra-Organizational Co-opetition and Circuits of Knowledge (DUCCK) framework. Research limitations/implications – This paper attempts to provide new perspectives on the growing academic field of co-opetition and knowledge creation. It complements previous research in intra-organizational settings and offers an alternative knowledge-based view of organizational value creation. Practical implications – The paper contributes to develop managers’ practices in understanding potential benefits of intra-organizational co-opetition. The paper also brings additional insights for knowledge management (KM) practitioners, by considering the impact of co-opetition on knowledge dynamics. Originality/value – This paper explores, adds to the existing theoretical knowledge and contributes to the under-researched topic of intra-organizational co-opetition. This is the first attempt to link internal co-opetition to firm’s KM practices.