Knowledge creation has been widely recognized to be strategically important for organizational learning and innovation. The lack of empirical work in this area has limited our understanding of this important phenomenon. Previous studies have focused on limited aspects of the overall knowledge creation process, such as inter-organizational knowledge transfer, knowledge flows within the firms and...

In the era of New Economy, knowledge creation has been regarded as the main source of organization’s competitive advantage. Based on the assumption that knowledge is originally generated and constructed from organizational members, this paper aims to explore how knowledge is constructed and created in organizations with the existence of organizational structure and social structure. On the “har...

The importance of knowledge as a key organizational resource contributing to competitive advantage is undisputed in research and in practice. Yet, the way in which such knowledge is created in organizations is relatively poorly understood. This paper develops a theoretical model elucidating how organizations create knowledge for the purpose of gaining competitive advantage. I have cast this inv...

The purpose of this paper is to present a critical analysis of the well known knowledge dynamics model elaborated by Ikujiro Nonaka and his co-workers. The essence of this model consists of three layers of the knowledge-creation process: (a) the process of knowledge creation through socialization-externalizationcombination-internalization (SECI), the knowledge conversion process between tacit a...

Many current implementations of organizational knowledge management, although based on the most advanced information technologies, are hobbled by the pervading organizational controls. Such information systems related organizational controls could spell the success or failure of organizational management initiatives despite application of latest groupware and collaboration software. Often, such...

Many current implementations of organizational knowledge management, although based on the most advanced information technologies, are hobbled by the pervading organizational controls. Such information systems related organizational controls could spell the success or failure of organizational management initiatives despite application of latest groupware and collaboration software. Often, such...

Organizational level studies of knowledge management have been hampered by the lack of measures of individual level knowledge management practices and outcomes that can be used as success criteria to determine whether, or to what degree, specific organizational knowledge management practices enhance individual knowledge creation, sharing, and application at the individual level. This paper expl...

Drawing on a knowledge-based perspective of the firm (KBV), this study develops a framework that delineates the interrelationships among ‘the roles of individuals as well as organizations,’ ‘the IT capabilities of knowledge storage/ retrieval,’ and ‘knowledge creation.’ In order to test the feasibility of this framework, we conducted an empirical study. This study employed a survey instrument, ...

Although knowledge creation is viewed as fundamental for securing a firm’s competitive advantage by scholars of strategic management and organizational learning (Nonaka, 1994; Nonaka and Takeuchi, 1995; Prahalad and Hamel, 1990; Nelson 1990; Leonard-Barton, 1992; Teece, 2005), few studies have systematically investigated the specific knowledge creation processes put in place by small hi-tech fi...

Innovation and knowledge creation—these two concepts have a strong relationship but this relationship has not been examined systematically. This paper reviews the important theoretical work in both streams of research, highlighting the fundamental similarities and differences. Four major models of innovation are compared, and the distinction between radical and incremental innovation is examine...