知识管理 与组织创建理论.docx

知识管理 与组织创建理论.docx

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知识管理与组织创建理论

StrategicknowledgeManagement

TermPaper

AnUnderstandingtowardOrganizationalKnowledgeCreationTheory

Tong,Hui-Eng（東惠瑛）

R48941156

Knowledgeisrecognizedasakeysourceforsustainingcompetitiveadvantage（Kogut,andZander,1992,ConnerandPrahalad,1996;Grant,1996;Hansen,etal.,1999）.Thewidelyheldbeliefthattherichestresourceoftoday’sorganizationsistheknowledgeresidingindividuallyandcollectivelyamongtheiremployeesreflectstheimportanceofprocessesforpromotingthecreation,sharing,andleveragingofknowledge（Becerra-FernandezandSabherwal,2001）.Inotherwords,organizationisviewedasaknowledge-creatingentityorsystematicdevice（Nonakaetal.,2000;Grant,1996;Fang,2008）.Organizationalknowledgecreationistheprocessofmakingavailableandamplifyingknowledgecreatedbyindividualsaswellascrystallizingandconnectingittoanorganization’sknowledgesystem（Nonakaetal.,2006）.Overthelast15years,theorganizationalknowledgecreationhasdevelopedrapidlyinacademiaandbeenbroadlydiffusedinmanagementpractice.Thisessaysummariestheconceptsoforganizationalknowledge,basedonthearticleof“OrganizationalKnowledgeCreationTheory:

EvolutionaryPathsandFutureAdvances”writtenbyNonakaetal.,2006.

OrganizationalknowledgeCreationTheory

Twofundamentalelementsoforganizationalknowledgecreationtheory:

1.Epistemology

●Knowledgeisjustifiedtruebelief.

●Individualsjustifythetruthfulnessoftheirobservationsbasedontheirobservationsoftheworld.

●Justificationhingesonuniqueviewpoints,personalsensibilityandexperience（NonakaandTakeuchi,1995）

●Knowledgeisembodiedintheindividual,andisthereforehistorydependent,contextsensitive,specific（Varelaetal,1991）.

●Knowledgeisthecapacitytodefineasituationandactaccordingly（Stehr,1992,1994;vonKroghetal,2000）.

Knowledgeisorientedtowardsdefiningasituationorproblemsoastoactonit.（Varelaetal,1991;NewellandSimon1972）.

●Knowledgeisexplicitandtacit（Nonaka,1991）.

Knowledgeincludesexplicitaspects（suchaslanguageanddocumentation）,andtacitaspects（suchasexperienceandskills）

2.KnowledgeConversion

●Knowledgecreationasacontinuousprocess

Knowledgecreationisajourneyfrom“beingtobecoming’（Nonakaetal.,2006）.

●Individualsenhancesthecapacitytodefineasituationorproblem,andapplyhisorherknowledgesoastoactandspecificallysolvetheproblem.

●Intheorganization,knowledge‘become’or‘expands’throughafour-stageconversionprocess（‘SECI’）.

●Organizationalknowledgecreationasaconstructcomprisingknowledgeconversionbymeansofexternalization,internalization,socializationandcombination（Nonakaetal.,1994）.

●Theconceptof‘knowledgeconversion’raisestwoimportantconsiderations.

●Knowledgesystem

●Theknowledgesystemcapturestheorganization’sgloballearning.

●Theoutcomeoforganizationknowledgecreationisre-categorizedandre-contextualizedthisknowledgelayeroftheorganization.

●Theknowledgelayerisembeddedinthecorporatevision（whichoutlinesthefieldsofdevelopmentfortheorganization）andtheorganizationalculture（thatorientsindividuals’choices,mindsets,andactions.

Whereasthecorporatevisionandtheorganizationalcultureprovidetheknowledgebasefromwhichto‘tap’tacitknowledge,technologytapstheexplicitknowledgeintheorganization（NonakaandTakeuchi,1995）.

●Theknowledgesystemincorporateswhatistermed‘knowledgemanagementsystems’.

Knowledgemanagementsystemsareoftenequatedwiththeinformationsystemsthatassistknowledgeconversionorinformationprocessesintheorganization.

●Socialjustification

●Theexpansionofknowledgeintheorganizationthroughconversionmakesjustificationasocialprocess.

●Socialjustificationshouldbeunderstoodasamechanismbywhichtheorganizationtradesoffinnovationagainstcostcontainmentinknowledgecreation.

●Knowledgecreationcanberegardedasmovingupthroughdifferentorganizationallevel,fromtheindividualtothecommunitiesandthelargernetworks,anditspanssectional,departmental,divisionalandorganizationalboundaries（Swanetal.,1999）.

PathsintheEvolutionofOrganizationalKnowledgeCreation

TheoryandResearch

Thedefinitionofknowledgeandtheconceptofknowledgeconversionpromptedacademicworksonorganization-enablingconditionsandthecontextforknowledgecreation.

1.Organization-EnablingConditionsandBa

●Acentralpurposeoforganizationalknowledgecreationtheoryistoidentifyconditionsenablingknowledgecreationinordertoimproveinnovationandlearning（Nonaka,1994;NonakaandTakeuchi,1995;vonKroghetal,2000）

●Organizationalknowledgecreationiscontextdependent.

●Thecontextforknowledgecreationisba（NonakaandKonno,1998）.

●Baisasharedspaceforemergingrelationships.

●Toparticipateinbameanstobecomeengagedinknowledgecreation,dialogue,adapttoandshapepractices,andsimultaneouslytranscendone’sownlimitedperspectiveorboundaries.

●Variousbacharacteristicsareparticularlysuitedfortheconversionofknowledge（NonakaandKonno,1998）.

Theawarenessofaba’sparticularcharacteristicsandtheirsupportenablesuccessfulknowledgecreation（e.g.NonakaandKonno,1998）.

●Organizationalknowledgecreationtheoryepitomizesadynamicview:

Theorganizationmightbeawell-designedengineforinformationprocessing,butmoreimportantly,itassiduouslybecomesacontextinwhichknowledge—engine’sfuel—iscreated.

●Relationshipsamongindividualsinbaimpactorganizationalknowledge’ssynthesisandexpansion.

●knowledgecreationismoreeffectivewhenrelationshipsexhibitahighdegreeofcarefortheother（mutualtrust,activeempathy,accesstohelp,leniencyinjudgement,andcourage）,particularlyintheoriginatingbainwhichindividualssharetacitknowledge（vonKrogh1998）.

Basedontheconstructofcareasaconditionforknowledgecreation,ZarragaandBonache（2005）developedaframeworkthatlinkedteamatmospheretoknowledgetransferandcreation.Thestudyconfirmedthathigh-carerelationshipsfavourboththetransferandcreationofknowledge.

●Varioustypesofinformationsystemssupportbaandenableorganizationalknowledgecreation（e.g.AlaviandLeidner,2001）.

ChouandWang（2003）developedandtestedamodeloforganizationallearningmechanismsandorganizationalinformationmechanismsofcompositeeffectsonorganizationalknowledgecreation.Theyidentifiedseveralwaysinwhichinformationsystemscanfacilitateandsupportba.

2.KnowledgeVisionandActivism

●Theconceptofbahighlightedtwocriticalchallengesfororganizationalknowledgecreationtheory.

●Whetherornottheorganizationissuccessfulatcreatingknowledgehingesonabroadersetoffactorsthanmerelytheknowledgeoutcomeofteamwork（Zarraga&Bonache,2005;Swanetal.,1999;Grant,2001;Goodall&Roberts,2003）.

Howtheorganizationcoordinatesandsharesknowledgemorebroadlymatters.

●Bamighthaveeithernegative（Zaleznick,1985）orpositiveeffectonknowledgecreationingroups（Nonakaetal.,2006）.

●Knowledgeactivism（vonKroghetal.1997,2000）

●Variousformsofknowledgeactivism（e.g.CEO,projectmanager,middle-levelmanager）performsimilarroles:

theycatalyseandcoordinateknowledgecreationandtransfer,andcommunicatefutureprospects.

（i）Asoutsiders,knowledgeactivistsprovidenewinputforknowledgecreation.

knowledgeactivistsbringdifferentknowledgesets,andintroduced　‘creativeabrasion’（Leonard-Barton1995）thatleadstoconflictingideasbutalsonewpossibilitiestocreateknowledge.

（ii）Knowledgeactivistscoordinateandtransferknowledge,byspanningtheboundariesofteamsandcommunities（e.g.Quinnetal.1997,Wenger2000,Newelletal.2002）.

（iii）Knowledgeactivistscommunicatefutureprospectsandsoprovideanoveralldirectionforknowledge

●Knowledgevisions

●Duetothedispersednatureororganizationalknowledgecreation,theneedforthecoordinationofteamsandknowledgetransfer,thetheoryoforganizationalknowledgecreationemphasizesthedevelopmentof‘knowledgevisions’（Nonaka&Takeuchi,1995;vonKroghetal.,2000;Nonakaetal.,2005;Giroux&Taylor,2002）.

●Aknowledgevisionspecifies‘potentialityforbeing’:

thecurrentandfutureorganizationalstate,andthebroadcontoursofknowledgethattheorganizationshouldseekandcreateinordertomovefromthecurrenttothefuturestate（Nonakaetal.（2005）.

●Knowledgevisionbothresultfrom,andinspire,conversationsandrhetoricthroughouttheorganizations,and,assuch,theyareimportantresourcestojustifyinvolvementinorganizationalknowledgecreation（seealsoGiroux&Taylor（2002）.

3.OrganizationalForms

●Hedlund（1994）proposedthat‘heterarchy’issuperiortohierarchyasanorganizationalformforknowledgecreation,basedonthe‘Japanesevs.Western’firmformsdichotomy（Hedlund&Nonaka,1993;OsterlohandFrey;2000）

●‘Hypertextorganization’grantedorganizationsthehighcapacityrequiredtosolvecoordinationproblemsinherentinknowledgecreation（Nonaka,1994;Nanaka&Takeuchi,1995）.

Hypertextorganizationisalayeredstructureofactivities,includingbusinesssystemlayer,andprojectsystemlayer.Thesetwolayersprovidedistinct,purposefulbasfororganizationalknowledgecreationandallowforbothheterarchicalandhierarchicalcoordinationoftheseactivities.

●Theorganizationalformthatbestcoordinatesandenablesknowledgecreationisanamalgamationofthreelayersworkinginparallel:

thebusinesssystem,theprojectsyste