Knowledge creation: revisiting the 'ba' humbug people and 'latent' knowledge in organizational learning

Knowledge management theory has struggled with the concept of `knowledge creation'. Since the seminal article of Nonaka in 1991, an industry has grown up seeking to capture the knowledge in the heads and hearts of individuals so as to leverage them for organizational learning and growth. But the process of Socialization, Externalization, Combination and Internalization (SECI) outlined by Nonaka and his colleagues has essentially dealt with knowledge transfer rather than knowledge creation. This paper attempts to fill the gap in the process - from Nonaka's own addition of the need for "ba" to Snowden's suggestion of that we consider "Cynefin" as a space for knowledge creation. Drawing upon a much older theoretical frame - work the Johari Window developed in group dynamics, this paper suggests an alternative concept - latent knowledge - and introduces a different model for the process of knowledge creation.

Do human resource practices enhance organizational commitment in SMEs with low employee satisfaction?

This paper considers a large matched employee–employer data set to estimate a model of organizational commitment. In particular, it focuses on the role of firm size and management formality to explain organizational commitment in British small and medium-sized enterprises (SMEs) with high and low levels of employee satisfaction. It is shown that size ‘in itself’ can explain differences in organizational commitment, and that organizational commitment tends to be higher in organizations with high employee satisfaction compared with organizations of similar size with low employee satisfaction. Crucially, the results suggest that formal human resource (HR) practices can be used as important tools to increase commitment and thus, potentially, effort and performance within underperforming SMEs with low employee satisfaction. However, formal HR practices commonly used by large firms may be unnecessary in SMEs which benefit from high employee satisfaction and positive employment relations within a context of informality.

Increasing inter-generational social mobility: is educational expansion the answer?

Reforms which increase the stock of education in a society have long been held by policy-makers as key to improving rates of intergenerational social mobility. Yet, despite the intuitive plausibility of this idea, the empirical evidence in support of an effect of educational expansion on social fluidity is both indirect and weak. In this paper we use the raising of the minimum school leaving age from 15 to 16 years in England and Wales in 1972 to estimate the effect of educational participation and qualification attainment on rates of intergenerational social class mobility. Because, in expectation, children born immediately before and after the policy was implemented are statistically exchangeable, the difference in the amount of education they received may be treated as exogenously determined. The exogenous nature of the additional education gain means that differences in rates of social mobility between cohorts affected by the reform can be treated as having been caused by the additional education. The data for the analysis come from the ONS Longitudinal Study, which links individual records from successive decennial censuses between 1971 and 2001. Our findings show that, although the reform resulted in an increase in educational attainment in the population as a whole and a weakening of the association between attainment and class origin, there was no reliably discernible increase in the rate of intergenerational social mobility.