Knowledge dilemmas : the perspective of two Portuguese organisations

A presente investigação pretende examinar se existe uma convergência entre as diferentes percepções dos actores organizacionais, no que respeita à criação e uso/partilha de conhecimento durante o processo de inovação e mudança organizacional. Iremos igualmente tentar compreender se o conhecimento individual – técnico e organizacional – tem impacto na inovação organizacional e no processo de mudança e, consequentemente, no rumo da organização. Iremos conceptualizar o conhecimento individual como conhecimento tácito e assumir que poderá impulsionar a inovação organizacional e, consequentemente, o desenvolvimento da organização. Contudo, iremos assumir que a partilha do conhecimento explícito não poderá ser separada do processo de compreensão, sendo necessário o conhecimento tácito individual para completar a partilha. O conhecimento explícito e o conhecimento tácito serão ambos estudados como dois elementos inseparáveis porque consideramos que o conhecimento explícito necessita de uma compreensão tácita da linguagem que estrutura o conhecimento explícito. Neste contexto, este estudo apresenta as conclusões acerca dos métodos e formas de interacção e partilha de conhecimento entre os actores organizacionais no que toca à inovação organizacional e aos processos de mudança. A informação será recolhida por via de entrevistas e a técnica Group Recall usando a metodologia de investigação-acção. Este estudo contribui, de várias formas, para o desenvolvimento de um quadro teórico e empírico sobre o conhecimento e a partilha de conhecimento tácito em contextos de inovação organizacional e de processos de mudança. Em primeiro lugar, identifica e analisa as diferentes percepções dos actores organizacionais sobre a partilha e o uso do conhecimento individual durante os processos de inovação organizacional. Em segundo lugar, apresenta o impacto do uso do conhecimento individual partilhado e/ou criado durante os projectos de inovação organizacional nos processoe e práticas da organização. Em terceiro lugar, propõe um conjunto de perfis de conhecimento que podem potenciar a criação e partilha de conhecimento entre os actores organizacionais. Em quarto lugar, sugere um modelo facilitador da partilha de conhecimento que pode servir de referência para investigadores e para profissionais das organizações em processos de inovação organizacional e de mudança. Finalmente, este estudo propõe algumas direcções para futuras investigações e sugere algumas questões de estudo que emergiram desta investigação e que poderão ser exploradas.

Validating A knowledge transfer framework in health services

The study of knowledge transfer (KT) has been proceeding in parallel but independently in health services and in business, presenting an opportunity for synergy and sharing. This paper uses a survey of 32 empirical KT studies with their 96 uniquely named determinants of KT success to identify ten unique determinants for horizontal knowledge transfer success. These determinants, the outcome measure of Knowledge Use, and separate explicit and tacit transfer flows constitute the KT Framework, extending the work of previous KT framework authors. Our Framework was validated through a case study of the transfer of clinical practice guideline knowledge between the cardiac teams of selected Ontario hospitals, using a survey of senders and receivers developed from the KT literature. The study findings were: 8 of 10 determinants were supported by the Successful Transfer Hospitals; and 4 of 10 determinants were found to a higher degree in the Successful than non-Successful transfer hospitals. Taken together, the results show substantive support for the KT Framework determinants, indicating aggregate support of 9 of these determinants, but not the 10th - Knowledge Complexity. The transfer of tacit knowledge was found to be related to the transfer of the explicit knowledge and expressed as the transfer or recreation of resource profile and internal process tacit knowledge, where this tacit transfer did not require interactions between Sender and Receiver. This study provides managers with the building blocks to assess and improve the success rates of their knowledge transfers.

Implicit and explicit functions in the acquisition of a phonics rule in the word recognition of learning disabled and non learning disabled students /

One group of 12 non learning disabled students and two groups of 12 learning disabled students between the ges of 10 and 12 were measured on implicit and explicit knowledge cquisition. Students in each group implicitly cquired knowledge bout I of 2 vocabulary rules. The vocabulary rules governed the pronunciation of 2 types of pseudowords. After completing the implicit acquisition phase, all groups were administered a test of implicit knowledge. The non learning disabled group and I learning disabled group were then asked to verbalize the knowledge acquired during the initial phase. This was a test of explicit knowledge. All 3 groups were then given a postlest of implicit knowledge. This tcst was a measure of the effectiveness of the employment of the verbalization technique. Results indicate that implicit knowledge capabilities for both the learning disabled and non learning disabled groups were intact. However. there were significant differences between groups on explicit knowledge capabilities. This led to the conclusion that implicit functions show little individual differences, and that explicit functions are affected by ability difference. Furthermore, the employment of the verbalization technique significantly increased POStlest scores for learning disabled students. This suggested that the use of metacognitive techniques was a beneficial learning tool for learning disabled students.

The role of informal groups in organisational knowledge work : understanding an emerging community of practice

Managers and researchers alike have sought new ways to address the challenges of sharing dispersed knowledge in modern business environments. Careful consideration by sharers of receivers’ knowledge needs and behaviours may improve the effectiveness of knowledge sharing. This research examines how sharers react to their perceptions of receivers’ knowledge needs and behaviours when making choices relating to sharing knowledge. The focus of this article is to propose and empirically explore a theoretical framework for a study of the role of the receiver in knowledge sharing — receiver-based theory. Data collected from two case studies highlight a key role played by perceived receiver knowledge needs and behaviours in shaping sharer choices when explicit knowledge is shared. A set of receiver influences on knowledge sharing is provided that highlights key receiver and sharer issues. The paper concludes that companies should develop better ways to connect potential sharers with receivers’ real knowledge needs. Further, the findings suggest that sharing on a need-to-know basis hinders change in organisational power structures, and prevents the integration of isolated pockets of knowledge that may yield new value.

Toward a receiver-based theory of knowledge sharing

Managers and researchers alike have sought new ways to address the challenges of sharing dispersed knowledge in modern business environments. Careful consideration by sharers of receivers' knowledge needs and behaviours may improve the effectiveness of knowledge sharing. This research examines how sharers react to their perceptions of receivers' knowledge needs and behaviours when making choices relating to sharing knowledge. The focus of this article is to propose and empirically explore a theoretical framework for a study of the role of the receiver in knowledge sharing--receiver-based theory. Data collected from two case studies highlight a key role played by perceived receiver knowledge needs and behaviours in shaping sharer choices when explicit knowledge is shared. A set of receiver influences on knowledge sharing is provided that highlights key receiver and sharer issues. The paper concludes that companies should develop better ways to connect potential sharers with receivers' real knowledge needs. Further, the findings suggest that sharing on a need-to-know basis hinders change in organisational power structures, and prevents the integration of isolated pockets of knowledge that may yield new value.

Supporting knowledge creation with e-mail

Currently, Nonaka's (1994) knowledge spiral, and Spender's (1996) and Blackler's (1995) respective frameworks, are considered important for understanding knowledge creation. In this paper, we illustrate how a relatively simple and ubiquitous technology, namely e-mail, can be used to support, enable and even enhance knowledge creation, and thereby actualise these frameworks.

Knowledge creation in an application domain : a hermeneutic study

In this paper we discuss a special case of knowledge creation (pattern mining) that was studied using a hermeneutic circle. Hermeneutics assists the oscillation between tacit and explicit knowledge through the process of knowledge qualification, combination, socialization, externalization, internalization and introspection. Our investigation of the knowledge creation process lead to the enrichment of the knowledge creation framework proposed by Wickramasinghe and Lichtenstein, allowing us to reflect on activities and aspects of knowledge elicitation across an application domain and involving practitioners who do not communicate directly.

Information communication technologies (ICTs) an knowledge sharing : the case of professional accountants in Malaysia

Based on the knowledge sharing model by Nonaka (1994), this study examines the relative efficacy of various Information Communication Technologies (ICTs) applications in facilitating sharing of explicit and tacit knowledge among professional accountants in Malaysia. The results of this study indicate that ICTs, generally, facilitate all modes of knowledge sharing. Best-Practice Repositories are effective for sharing of both explicit and tacit knowledge, while internet/e-mail facilities are effective for tacit knowledge sharing. Data warehousing /mining, on the other hand, is effective in facilitating self learning through tacit-to-tacit mode and explicit-to-explicit mode. ICT facilities used mainly for office administration are ineffective for knowledge sharing purpose. The implications of the findings are
discussed.

Formulating an organizational knowledge strategy : the influence of existing IT infrastructure

This paper questions the influence of a pre-existing information technology (IT) infrastructure on the formulation of an organizational knowledge strategy. We draw on a classification of four different strategic views of IT infrastructure and explore how the historic investment in IT infrastructure enables and constrains the formulation of knowledge strategy in four case organizations. The four case organizations are representative of different scenarios of historic investments in IT infrastructure and knowledge strategy formulation. Our findings indicate that an IT infrastructure that is minimal or fragmented constrains the formulation of an explicit knowledge strategy. We further find that an extensive existing IT infrastructure enables the pursuit of an explicit knowledge strategy, but that even an elaborate IT infrastructure can introduce some constraints on IT facilitated knowledge processes in the organization.

Towards a model to explain knowledge sharing in complex organizational environments

Effective knowledge sharing underpins the day-to-day work activities in knowledge-intensive organizational environments. This paper integrates key concepts from the literature towards a model to explain effective knowledge sharing in such environments. It is proposed that the effectiveness of knowledge sharing is determined by the maturity of informal and formal social networks and a shared information and knowledge-based artefact network (AN) in a particular work context. It is further proposed that facilitating mechanisms within the social and ANs, and mechanisms that link these networks, affect the overall efficiency of knowledge sharing in complex environments. Three case studies are used to illustrate the model, highlighting typical knowledge-sharing problems that result when certain model elements are absent or insufficient in a particular environment. The model is discussed in terms of diagnosing knowledge-sharing problems, organizational knowledge strategy, and the role of information and communication technology in knowledge sharing.

Toward a receiver-based theory of knowledge sharing

Managers and researchers alike have sought new ways to address the challenges of sharing dispersed knowledge in modern business environments. Careful consideration by sharers of receivers' knowledge needs and behaviours may improve the effectiveness of organisational knowledge sharing. This research examines how sharers react to their perceptions of receivers' knowledge needs and behaviours when making choices relating to sharing knowledge. The focus of this article is to propose and empirically explore a theoretical framework for a study of the role of the receiver in knowledge sharing - receiver-based theory. Data collected from two case studies highlight a key role played by perceived receiver knowledge needs and behaviours in shaping sharer choices when explicit knowledge is shared. A set of receiver influences on knowledge sharing is provided that highlights key receiver and sharer issues. The paper concludes that companies should develop better ways to connect potential sharers with receivers' real knowledge needs. Further, the findings suggest that sharing on a need-to-know basis hinders change in organisational power structures, and prevents the integration of isolated pockets of knowledge that may yield new value. © 2008, IGI Global.

An aproach for implementing knowledge management in small and medium companies in Brazil: A case study

The search for competitive advantage in a global environment must consider the use of tacit and explicit knowledge circulating inside companies. Differential factors can be easily replicated nowadays. Due to the great volume of knowledge and information, it is necessary to create a system that allows the management of important knowledge. Existing models for Knowledge Management are based on the reality at large companies. In Brazil, most of the companies are smaller ones. This work presents a simplified model to implement Knowledge Management in Small and Medium Companies in Brazil, based on a unique case study with limited scope. Despite some human and financial restrictions, Knowledge Management can help smaller companies, preserving organizational memory and increasing process efficiency. Observing a unique case prevented any generalization of the model. But the recommendations can be references to other companies, because projects like this must address the specific issues of each organization. The objective of this study is to introduce a simplified model for planning Knowledge Management at small companies in Brazil, considering their restrictions and also seeking to create a competitive advantage. Human aspects are very important in Knowledge Management, but that is not the focus of this study. The model was conceived presuming the participation of all people involved.

Analysis of the interplay between knowledge and performance management in industrial clusters

The concept of industrial clustering has been studied in-depth by policy makers and researchers from many fields, mainly due to the competitive advantages it may bring to regional economies. Companies often take part in collaborative initiatives with local partners while also taking advantage of knowledge spillovers to benefit from locating in a cluster. Thus, Knowledge Management (KM) and Performance Management (PM) have become relevant topics for policy makers and cluster associations when undertaking collaborative initiatives. Taking this into account, this paper aims to explore the interplay between both topics using a case study conducted in a collaborative network formed within a cluster. The results show that KM should be acknowledged as a formal area of cluster management so that PM practices can support knowledge-oriented initiatives and therefore make better use of the new knowledge created. Furthermore, tacit and explicit knowledge resulting from PM practices needs to be stored and disseminated throughout the cluster as a way of improving managerial practices and regional strategic direction. Knowledge Management Research & Practice (2012) 10, 368-379. doi:10.1057/kmrp.2012.23

Exploration of the relationship between tacit knowledge and software system test complexity

This research has explored the relationship between system test complexity and tacit knowledge. It is proposed as part of this thesis, that the process of system testing (comprising of test planning, test development, test execution, test fault analysis, test measurement, and case management), is directly affected by both complexity associated with the system under test, and also by other sources of complexity, independent of the system under test, but related to the wider process of system testing. While a certain amount of knowledge related to the system under test is inherent, tacit in nature, and therefore difficult to make explicit, it has been found that a significant amount of knowledge relating to these other sources of complexity, can indeed be made explicit. While the importance of explicit knowledge has been reinforced by this research, there has been a lack of evidence to suggest that the availability of tacit knowledge to a test team is of any less importance to the process of system testing, when operating in a traditional software development environment. The sentiment was commonly expressed by participants, that even though a considerable amount of explicit knowledge relating to the system is freely available, that a good deal of knowledge relating to the system under test, which is demanded for effective system testing, is actually tacit in nature (approximately 60% of participants operating in a traditional development environment, and 60% of participants operating in an agile development environment, expressed similar sentiments). To cater for the availability of tacit knowledge relating to the system under test, and indeed, both explicit and tacit knowledge required by system testing in general, an appropriate knowledge management structure needs to be in place. This would appear to be required, irrespective of the employed development methodology.

Beyond human and intellectual capital: Profiling the value of knowledge, skills and experience

The concept of human capital is associated mainly with the Nobel Laureate Gary Becker and, in his usage, has a clear conceptual basis as investment in the costs of formal education. By contrast, this paper suggests that ‘intellectual capital’ is a re-branding of knowledge, skills and experience rather than re-conceptualisation of resource based learning. Becker also chose not to include informal knowledge, skills or experience within his concept of human capital, which remains limited by its constrained premises. This paper submits that both human capital and intellectual capital advocates fail to identify or measure the tacit knowledge and implicit learning which increasingly is recognised as a key to the competitive advantage of organisations. It first focuses on the conceptual basis of claims made for human capital and intellectual capital, outlines limits in their methodology, and contrasts these with insights from theories of tacit knowledge and implicit learning and the central role within them of informal or non-formal skill acquisition. It develops and illustrates instances of interfacing tacit and explicit knowledge before introducing a methodology for profiling the acquisition of knowledge, ability and skills. It does so by introducing the concepts of non-formal learningfrom- work (LfW) and informal learning-from-life (LfL), with evidence from a four country EU case study commissioned within the lifelong learning remit of the Lisbon Agenda.