Multi‐level complexity in the management of knowledge networks

Abstract

While it is widely acknowledged that economic growth is now dependent on the realization of a knowledge based economy, there remains much confusion as to how this is actualized. Effective management of knowledge is endorsed as an essential element for organizational survival and competitive advantage, yet again, the ways in which knowledge moves through knowledge networks remains poorly understood. This paper is the result of a three‐year qualitative investigation of the dynamic relationships among knowledge creation, diffusion, and utilization occurring in situ in a collaborative knowledge network. In an attempt to better understand how knowledge unfolds in such a system, this paper explores emergent patterns, not only within individual, group, organizational and inter‐organizational levels of learning, but also among them. Two theoretical models acknowledging the multi‐level complexity of knowledge management in organizations while simultaneously identifying the common influences among them, are presented. In combination, it is then possible develop a theoretical framework through which to better understand the relationships among knowledge creation, diffusion, and utilization in collaborative knowledge networks, and thereby, optimize the utility of knowledge designed for organizational application.

Knowledge Management Processes and Firm Innovation Capability: A Theoretical Model

“…This contribution is consistent with scholars' argument that the failure of knowledge management practices could be ascribed to the too much importance placed on technological aspects and insufficient attention given to the human aspects of knowledge management (Beesley, 2004;Call, 2005;Cooper, 2006). However, the theoretical model proposed in this paper needs further empirical investigation.…”

“…Moreover, it considers the important organizational aspects particularly the human aspects into account by considering the attitudinal and behavioural condition of employees that engage in knowledge management processes and innovation. This contribution is consistent with scholars' argument that the failure of knowledge management practices could be ascribed to the too much importance placed on technological aspects and insufficient attention paid to the human aspect of knowledge (Beesley, 2004;Call, 2005;Cooper, 2006). The sections of this paper start with an overview of knowledge management, followed by a section on innovation and innovation capabilities before highlighting the antecedent variables.…”

Can formalization, complexity, and centralization influence knowledge performance?

“…Organizations consequently contain static and dynamic elements that determine the degree to which they create and use knowledge within organizational settings (Beesley, 2004). For this reason, the present paper performs a disaggregated analysis of the main organizational structure dimensions (formalization, complexity, and centralization) with the aim of examining the extent to which they influence knowledge performance.…”

What characterises the culture of a market-oriented organisation applying a customer-intimacy philosophy?

“…This observation is also conveyed in extant literature on knowledge management, discussed in the context of competitive advantage, 80 quasi-explicit or formative knowledge as the aftermath of information society, 81 critical success factors for implementation of knowledge management strategies, 82 the conversion of tacit knowledge to explicit knowledge, 83 and the dynamic relationships between knowledge creation, diffusion and utilisation that occur in collaborative knowledge networks. 84 This implies that knowledge management programmes are typically tied to organisational objectives and are intended to lead to the achievement of specifi c business outcomes such as shared business intelligence, improved performance, competitive advantage or higher levels of innovation. ' Knowledge management ' embodies organisational processes that seek a synergistic combination of data and the information processing capacity of information technologies that can be enhanced through creative strategies.…”