Integrating intra-firm and inter-firm knowledge diffusion into the knowledge diffusion model

Tsai, Chih Ming

doi:10.1016/j.eswa.2007.01.027

Cited by 16 publications

(17 citation statements)

References 21 publications

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“…For the future study, an integrated knowledge diffusion model that reveals the interaction between intra-firm and inter-firm knowledge diffusion in an open environment has been proposed (Tsai, 2008). Further discussion on the integrated knowledge diffusion model associated with innovative knowledge is another theme.…”

Section: Discussionmentioning

confidence: 98%

“…In order to estimate the parameters embedded in the model precisely, the estimated equations should be considered individually to investigate the related parameters directly because each item required by the model has been separated and evaluated by the ABC model in advance (Dekker & de Hoog, 2000;Kreng & Tsai, 2003;Tsai, 2008;Wilkins, van Wegen, & de Hoog, 1997). According to Fig.…”

Section: Enterprise Benefits X(t)mentioning

confidence: 99%

“…Both knowledge value and its corresponding enterprise benefits can be evaluated successfully via the ABC model (Dekker & de Hoog, 2000;Kreng & Tsai, 2003;Tsai, 2008). At a given time t, the knowledge value, K * (t), is equal to K(t) + K 0 (t) where K(t) is the original knowledge value residing in the organization and K 0 (t) is the incremental knowledge value stemmed from the investment in knowledge improvement.…”

Section: Original Knowledge Diffusion Modelmentioning

confidence: 99%

“…Based on the additivity of knowledge value (Kreng & Tsai, 2003;Tsai, 2008), the V(t + 1) is accumulated to the increment of the existing knowledge value, K(t + 1), and the C(t + 1) is transformed into a supplement to innovative knowledge value, K 00 (t + 1).…”

Section: Original Knowledge Diffusion Modelmentioning

confidence: 99%

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The knowledge diffusion model associated with innovative knowledge

Tsai¹

2009

Expert Systems with Applications

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Section: Discussionmentioning

confidence: 98%

Section: Enterprise Benefits X(t)mentioning

confidence: 99%

Section: Original Knowledge Diffusion Modelmentioning

confidence: 99%

Section: Original Knowledge Diffusion Modelmentioning

confidence: 99%

See 2 more Smart Citations

The knowledge diffusion model associated with innovative knowledge

Tsai¹

2009

Expert Systems with Applications

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“…Third, knowledge diffusion occurring within the firm embodies organizational learning (Tsai, ) and deals with efficient knowledge flows to consolidate and make knowledge available to and useable by all relevant members of the firm (Magnier‐Watanabe and Senoo, ). Knowledge diffusion paths, embedded within the firm's pattern of systematic relationships, are either prescribed, where an organization dictates its form and content, or adaptive, where employees can dictate knowledge flows.…”

Section: Literature Reviewmentioning

confidence: 99%

Knowledge Needs, Barriers, and Enablers for Japanese Engineers

Magnier‐Watanabe

Benton

2013

Knowl Process Manag

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The purpose of this research is to identify the information and knowledge that Japanese engineers want to retrieve from past projects, those they believe should be captured for future projects, and the enablers and barriers to their knowledge management (KM) activities. Text‐mining and regression analyses revealed that Japanese engineers want to access more technical knowledge from past projects and more forward‐looking technology and market trends for future development tasks. People‐related factors were the largest inhibitors to knowledge acquisition, diffusion, and application, whereas systems and related policies were considered major hindrances for knowledge storage. Intention was found to be the strongest KM enabler. Last, engineers' perceived importance of KM appeared to be very personal, whereas the actual time spent on KM activities depended more on organizational factors. These findings suggest that management should motivate Japanese engineers while providing organizational context conducive to KM. Copyright © 2013 John Wiley & Sons, Ltd.

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Supplier Development: A Knowledge Management Perspective

Chen

Ellis

Holsapple

2015

Knowl Process Manag

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As a key supply chain management practice, supplier development has been found to yield positive performance and capability consequences. However, it remains unclear why these consequences are achieved. Even though supplier development is predicated on knowledge management activities, it is rarely studied from a knowledge management perspective. In order to bring greater clarity to the connections between supplier development and its consequences, we leverage the knowledge chain theory to capture buyers' and suppliers' knowledge management activities in supplier development. Through an extensive review and systematic classification of supplier development activities in the literature, this study generates a reliable catalog of supplier development activities, finds support for the knowledge management perspective, and reveals the extent to which supplier development activities are knowledge‐based activities. In addition, we generate an integrated definition, a meaningful taxonomy, and a comprehensive implementation approach for supplier development. Further, we illuminate how positive performance and capability consequences of supplier development can be achieved through the design and execution of knowledge activities embedded within supplier development activities. This study contributes to extant research by articulating the important role of knowledge and knowledge management in supplier development and advancing a comprehensive, unified, organized foundation for understanding supplier development and its link with performance. Copyright © 2015 John Wiley & Sons, Ltd.

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Integrating intra-firm and inter-firm knowledge diffusion into the knowledge diffusion model

Cited by 16 publications

References 21 publications

The knowledge diffusion model associated with innovative knowledge

The knowledge diffusion model associated with innovative knowledge

Knowledge Needs, Barriers, and Enablers for Japanese Engineers

Supplier Development: A Knowledge Management Perspective

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