Organisational knowledge creation strategies: A conceptual framework

Yang, Chen-Wei; Fang, Shih‐Chieh; Lin, Julia L.

doi:10.1016/j.ijinfomgt.2009.08.005

Cited by 54 publications

(35 citation statements)

References 40 publications

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“…Many researchers argue that capturing knowledge via organizational learning leads to value creation and intellectual capital (Wu and Cavusgil, 2006; Lai et al ., 2009; Hsu and Fang, 2009; Yang et al ., 2010b). Lai et al .…”

Section: Hrm Performance Measures and Links In Adjustmentioning

confidence: 99%

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Effort based performance measurement in business process management

Glykas

2011

Knowl Process Manag

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Aegean Technopolis, The Technology Park of the Aegean RegionThis paper presents a holistic methodology and associated toolset for business process modelling and analysis. The importance of integrating performance measurement (PM) indicators and tools in business process management has been identified in the literature as well as contemporary approaches that attempt to give a solution to this problem. However, most of these approaches propose solutions based on theories and techniques used in other disciplines or research fields which approach the issue of performance measurement in BPR from their individualistic perspective. In the majority of cases the proposed theories and techniques prove to be inadequate to measure performance holistically and integrate, organizational, human resource management, process management and workflow management concepts. The resulting methodology and toolset is based on business analysis ratios that define and measure key performance indicators in qualitative and quantitative terms and identify the relationships between them. These ratios allow enterprises to achieve a performance evaluation tool for continuous improvement in their attempt to respond and adapt quickly to turbulent markets. The performance measurement toolset (called ADJUST) is used for (1) planning different reorganization scenarios for the achievement of desired performance, (2) for assessing real time performance and (3) reporting deviations from desired planned performance. In order to monitor and assess real time performance the ADJUST software tool provides interfaces to three kinds of management tool categories, namely:Process management tools (PMT): business models, cycle time, primitive cost, etc. Human resource management (HRM) tools: job descriptions, performance measures, etc. Workflow management (WFM) tools: transactions, business rules, workflow models, etc.The ADJUST business analysis engine is based on employee effort analysis and provides meta-analysis of data analysed in PMT and HRM tools. Data like activity sequencing, cycle times, primitive costing, etc. from PMT tools are analysed in ADJUST in order to assess the percentage of high-business and low value added activities, mission-non mission activities, concentration analysis, etc. Knowledge management elements are integrated to job descriptions and associated with performance measures and workflow elements. Similarly, job descriptions and performance measurement data that are provided by HRM tools are analysed further in terms of cost to manage, principal-agent analysis etc. In the case of WFM tools the ADJUST system provides not only meta-analysis of workflow processes, transactions and document flows but also dynamic monitoring of their performance in real time.

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Section: Hrm Performance Measures and Links In Adjustmentioning

confidence: 99%

“…Yang et al . (2010b) have introduced knowledge creation strategies for the creation of ‘organisational knowledge assets’.…”

Section: Hrm Performance Measures and Links In Adjustmentioning

confidence: 99%

Effort based performance measurement in business process management

Glykas

2011

Knowl Process Manag

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“…Early knowledge creation researches mainly focused on a single internal enterprise, considered that knowledge creation refers to the ability and process that the overall organization creates new knowledge, spreads new knowledge both inside and outside the organization and embeds new knowledge to the products, services and systems [3][4][5]. With economy development, researches have come to realize that a country or a company can not possess all knowledge to adapt to rapid market changes and competitive advantage is increasingly derived from the knowledge created through the cooperation.…”

Section: Research Reviewmentioning

confidence: 99%

Study on Enterprise Knowledge Creation Mechanism in the Collaborative Innovation of Industry-University-Research Institutions

Liu¹

2018

Proceedings of the 2017 World Conference on Management Science and Human Social Development (MSHSD 2017)

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Abstract:Creating knowledge through collaborative innovation has become an important channel to increase enterprise innovation ability. Existing researches only gave the focus of attention to the relevant abilities of knowledge recipients but neglected the correlative dependence between the relevant abilities of knowledge recipients and the knowledge transfer abilities of knowledge providers. On the basis of defining university-research institutions as the body of knowledge transfer and enterprise as the body of knowledge acquisition, knowledge acquisition, knowledge integration and development, this article analyzed enterprise knowledge creation mechanism in the collaborative innovation of industry-university-research. The model of "premise-basis-core-result" shows, in collaborative innovation, enterprise knowledge creation depends on the enterprises' knowledge demand, appropriate selection to collaborative innovation modes and partners, the synergy between the knowledge transfer ability of the science-research institution and the relevant abilities of the enterprise and the enterprises' ability of the value realization of new knowledge in the market. The research result provides a new theory tool to explain the enterprise knowledge creation mechanism and a new train of thought to comprehend the relation between the collaborative innovation of industry-university-research and the enterprise knowledge creation mechanism.

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“…Technological knowledge breadth. The firms which cover greater numbers of technological segments were considered as having a higher level of technological breadth compared with firms with a smaller span, measured using the WIPO classification of six broad technological segments (Ahuja and Lampert, 2001;Phene et al, 2006;Phelps, 2010;Yang et al, 2010;Vasudeva and Anand, 2011;Leone and Reichstein, 2012).…”

Section: Moderating Variablementioning

confidence: 99%