Organizations are increasingly implementing process-improvement techniques like Six Sigma, total quality management, lean, and business process re-engineering to improve organizational performance. These techniques are part of a process management system that includes the organizational infrastructure to support the improvement techniques. The knowledge-based view of a firm argues that organiza...

knowledge management strategy is mentioned as one of the most important success factors for implementing knowledge management. the km strategy selection is a complex decision that requires consideration of several factors. for evaluation and selection of an appropriate knowledge management strategy in organizations, many factors must be considered. the identified factors and their impact on kno...

Knowledge has become a substantial intangible asset of firms, and perhaps their most critical resource. As such knowledge management has emerged as a critical research field for Information Systems (IS). This paper addresses the need for additional research relating to the creation of knowledge in an organizational context. We leverage knowledge creation through use of a surrogate, the process ...

A comprehensive and feasible model that delineates the interrelationships among diversified learning mechanisms, information management and knowledge creation is absent. This study aims to fill this void. Unlike previous research, this study investigates the causality of knowledge creation from two different perspectives: information management strategy, i.e. distributed data application and ad...

Organizational knowledge creation theory explains the process of making available and amplifying knowledge created by individuals as well as crystallizing and connecting it to an organization’s knowledge system. What individuals get to know in their (working) lives benefits their colleagues and, eventually, the wider organization. In this article, we briefly review central elements in organizat...

This article explores some imperatives of Knowledge Management for organizational knowledge creation in the era of globalization. As the transformation of Knowledge Management practices of Japanese firms in 1990s shows, Nonaka and Takeuchi’s original model of organizational knowledge creation needs to be expanded by incorporating the concept of “community of practice” as the “engine” of knowled...

We propose a new model of knowledge creation in purposeful, loosely-coordinated, distributed systems, as an alternative to a firm-based one. Specifically, using the case of Linux kernel development project, we build a model of community-based, evolutionary knowledge creation to study how thousands of talented volunteers, dispersed across organizational and geographical boundaries, collaborate v...

since we cannot manage what we cannot control, and we cannot control what we do not measure, the measurement of knowledge management (km) effectiveness is a very important issue. this study aims at developing a methodology to evaluate the km effectiveness under fuzziness in research organizations. in order to develop such a methodology and to define measures of km effectiveness, first the relev...

In this dynamic global environment only those companies survive who know the power of knowledge and consistently create new knowledge. Such knowledge creating firms utilize dynamic dimensions of human capital. Human capital is the most important resource for a firm and has ability to create new knowledge in a changing environment. Various dimensions of human capital transcend themselves through...

To answer the challenges of globally distributed organizations facing constant transformation of work, means of ICT supported interorganizational knowledge-creation is needed. First, concept of organizational knowledgecreation is studied and further enriched with concepts of practice and object of activity to conceptualize the social and transforming nature of knowledge. Second, Change Laborato...