知识管理 与组织创建理论.docx

1、知识管理 与组织创建理论Strategic knowledge Management Term PaperAn Understanding toward Organizational Knowledge Creation Theory Tong, Hui -Eng（東惠瑛）R48941156Knowledge is recognized as a key source for sustaining competitive advantage (Kogut, and Zander, 1992, Conner and Prahalad, 1996; Grant, 1996; Hansen, et

2、al.,1999). The widely held belief that the richest resource of todays organizations is the knowledge residing individually and collectively among their employees reflects the importance of processes for promoting the creation, sharing, and leveraging of knowledge (Becerra-Fernandez and Sabherwal, 20

3、01). In other words, organization is viewed as a knowledge-creating entity or systematic device (Nonaka et al., 2000; Grant, 1996; Fang, 2008). Organizational knowledge creation is the process of making available and amplifying knowledge created by individuals as well as crystallizing and connecting

4、 it to an organizations knowledge system (Nonaka et al., 2006). Over the last 15 years, the organizational knowledge creation has developed rapidly in academia and been broadly diffused in management practice. This essay summaries the concepts of organizational knowledge, based on the article of “Or

5、ganizational Knowledge Creation Theory: Evolutionary Paths and Future Advances” written by Nonaka et al., 2006.Organizational knowledge Creation Theory Two fundamental elements of organizational knowledge creation theory:1. Epistemology Knowledge is justified true belief. Individuals justify the tru

6、thfulness of their observations based on their observations of the world. Justification hinges on unique viewpoints, personal sensibility and experience (Nonaka and Takeuchi, 1995) Knowledge is embodied in the individual, and is therefore history dependent, context sensitive, specific(Varela et al,

7、1991). Knowledge is the capacity to define a situation and act accordingly (Stehr, 1992, 1994; von Krogh et al, 2000).Knowledge is oriented towards defining a situation or problem so as to act on it. (Varela et al, 1991; Newell and Simon 1972). Knowledge is explicit and tacit (Nonaka, 1991). Knowled

8、ge includes explicit aspects (such as language and documentation), and tacit aspects (such as experience and skills)2. Knowledge Conversion Knowledge creation as a continuous process Knowledge creation is a journey from “being to becoming (Nonaka et al., 2006). Individuals enhances the capacity to d

9、efine a situation or problem, and apply his or her knowledge so as to act and specifically solve the problem. In the organization, knowledge become or expands through a four-stage conversion process (SECI). Organizational knowledge creation as a construct comprising knowledge conversion by means of

10、externalization, internalization, socialization and combination (Nonaka et al., 1994). The concept of knowledge conversion raises two important considerations. Knowledge system The knowledge system captures the organizations global learning. The outcome of organization knowledge creation is re-categ

11、orized and re-contextualized this knowledge layer of the organization. The knowledge layer is embedded in the corporate vision (which outlines the fields of development for the organization) and the organizational culture (that orients individuals choices, mindsets, and actions. Whereas the corporat

12、e vision and the organizational culture provide the knowledge base from which to tap tacit knowledge, technology taps the explicit knowledge in the organization (Nonaka and Takeuchi, 1995). The knowledge system incorporates what is termed knowledge management systems. Knowledge management systems ar

13、e often equated with the information systems that assist knowledge conversion or information processes in the organization. Social justification The expansion of knowledge in the organization through conversion makes justification a social process. Social justification should be understood as a mech

14、anism by which the organization trades off innovation against cost containment in knowledge creation. Knowledge creation can be regarded as moving up through different organizational level, from the individual to the communities and the larger networks, and it spans sectional, departmental, division

15、al and organizational boundaries (Swan et al., 1999).Paths in the Evolution of Organizational Knowledge Creation Theory and ResearchThe definition of knowledge and the concept of knowledge conversion prompted academic works on organization-enabling conditions and the context for knowledge creation.1

16、. Organization-Enabling Conditions and Ba A central purpose of organizational knowledge creation theory is to identify conditions enabling knowledge creation in order to improve innovation and learning (Nonaka, 1994; Nonaka and Takeuchi, 1995; von Krogh et al, 2000) Organizational knowledge creation

17、 is context dependent. The context for knowledge creation is ba (Nonaka and Konno, 1998). Ba is a shared space for emerging relationships. To participate in ba means to become engaged in knowledge creation, dialogue, adapt to and shape practices, and simultaneously transcend ones own limited perspec

18、tive or boundaries. Various ba characteristics are particularly suited for the conversion of knowledge (Nonaka and Konno, 1998). The awareness of a bas particular characteristics and their support enable successful knowledge creation (e.g. Nonaka and Konno, 1998). Organizational knowledge creation t

19、heory epitomizes a dynamic view:The organization might be a well-designed engine for information processing, but more importantly, it assiduously becomes a context in which knowledge engines fuel is created. Relationships among individuals in ba impact organizational knowledges synthesis and expansi

20、on. knowledge creation is more effective when relationships exhibit a high degree of care for the other (mutual trust, active empathy, access to help, leniency in judgement, and courage), particularly in the originating ba in which individuals share tacit knowledge (von Krogh 1998). Based on the con

21、struct of care as a condition for knowledge creation, Zarraga and Bonache (2005) developed a framework that linked team atmosphere to knowledge transfer and creation. The study confirmed that high-care relationships favour both the transfer and creation of knowledge. Various types of information sys

22、tems support ba and enable organizational knowledge creation (e.g. Alavi and Leidner, 2001). Chou and Wang (2003) developed and tested a model of organizational learning mechanisms and organizational information mechanisms of composite effects on organizational knowledge creation. They identified se

23、veral ways in which information systems can facilitate and support ba.2. Knowledge Vision and Activism The concept of ba highlighted two critical challenges for organizational knowledge creation theory. Whether or not the organization is successful at creating knowledge hinges on a broader set of fa

24、ctors than merely the knowledge outcome of team work (Zarraga & Bonache, 2005; Swan et al., 1999; Grant, 2001; Goodall & Roberts, 2003). How the organization coordinates and shares knowledge more broadly matters. Ba might have either negative (Zaleznick,1985)or positive effect on knowledge creation

25、in groups (Nonaka et al. ,2006). Knowledge activism (von Krogh et al. 1997, 2000) Various forms of knowledge activism (e.g. CEO, project manager, middle-level manager) perform similar roles: they catalyse and coordinate knowledge creation and transfer, and communicate future prospects.(i) As outside

26、rs, knowledge activists provide new input for knowledge creation. knowledge activists bring different knowledge sets, and introduced creative abrasion (Leonard-Barton 1995) that leads to conflicting ideas but also new possibilities to create knowledge. (ii) Knowledge activists coordinate and transfe

27、r knowledge, by spanning the boundaries of teams and communities (e.g. Quinn et al. 1997, Wenger 2000, Newell et al. 2002). (iii)Knowledge activists communicate future prospects and so provide an overall direction for knowledge Knowledge visions Due to the dispersed nature or organizational knowledg

28、e creation, the need for the coordination of teams and knowledge transfer, the theory of organizational knowledge creation emphasizes the development of knowledge visions (Nonaka & Takeuchi, 1995; von Krogh et al., 2000; Nonaka et al., 2005; Giroux & Taylor, 2002). A knowledge vision specifies poten

29、tiality for being: the current and future organizational state, and the broad contours of knowledge that the organization should seek and create in order to move from the current to the future state (Nonaka et al. (2005). Knowledge vision both result from, and inspire, conversations and rhetoric thr

30、oughout the organizations, and, as such, they are important resources to justify involvement in organizational knowledge creation ( see also Giroux & Taylor(2002) .3. Organizational Forms Hedlund (1994) proposed that heterarchy is superior to hierarchy as an organizational form for knowledge creatio

31、n, based on the Japanese vs. Western firm forms dichotomy (Hedlund & Nonaka, 1993; Osterloh and Frey; 2000) Hypertext organization granted organizations the high capacity required to solve coordination problems inherent in knowledge creation (Nonaka ,1994; Nanaka & Takeuchi, 1995) . Hypertext organi

32、zation is a layered structure of activities, including business system layer, and project system layer. These two layers provide distinct, purposeful bas for organizational knowledge creation and allow for both heterarchical and hierarchical coordination of these activities. The organizational form that best coordinates and enables knowledge creation is an amalgamation of three layers working in parallel: the business system, the project syste