THE PROSPECT OF KNOWLEDGE CREATION
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THE PROSPECT OF KNOWLEDGE CREATION

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This is my final research work I embarked during my BBA final year studies. ...

This is my final research work I embarked during my BBA final year studies.
The world is now considered to be a knowledge economy in which organizations’ sharing and ‎creation of knowledge ‎form an important role in integration and innovation. Knowledge creation is ‎recognized as strategically important ‎organizational learning and innovation tool.‎

Knowledge can be created through a continuous dialogue process between tacit and explicit ‎knowledge, as well as ‎through four patterns, namely; interactions or socialization, combination, ‎internalization and externalization. The ‎research problem was based on the fact that knowledge ‎can become obsolete, so it is imperative that knowledge ‎creation and management is a continuous ‎process enabling efficient and effective business practices.

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  • 1. Frank Nyarko: Graduate, Laurea UAS 2009 The Prospect of Knowledge Creation
  • 2. Concept Presentation Knowledge creation: As important role in innovation & development of organizations‟ integration As a strategic resource and key factor which represents organization‟s core competencies To help foster future challenges and remain productive To enable organization‟s have a flow of information from top to down & vice visa. To create awareness of an environment that supports knowledge creation Frank Nyarko: Graduate, Laurea UAS 2009
  • 3. Project Structure A. INTRODUCTION. -Overview -Research Objectives -Research Problem -Describing the Methodology B. THE THEORETICAL -KM defined -KC defined? -Process, principles of KC -Knowledge-Intensive organizations -Other Authors views -Facilitating Knowledge Creation D. SURVEY -2 Sections - Electronic questionnaires - Interviews - Observations THESIS R&D PROJECT C. LAUREA SIDLABS -Description of SIDLabs -SIDLabs KM style -The Prospect of KC in SIDLabs -Bases for the Prospect F. CONCLUSION - Observations - Limitations/ challenges - Recommendations E. PRESENTATION OF FINDINGS . – Descriptions of findings – Summary of findings – Limitations of findings Frank Nyarko: Graduate, Laurea UAS 2009
  • 4. The Research Problem Knowledge creation can become obsolete if not created continually-Nonaka Internationalization of organizations e.g. Laurea as an institution Competition in research and development & innovation Frank Nyarko: Graduate, Laurea UAS 2009
  • 5. ‘How Laurea SIDLab is managing knowledge creation in order to adapt to the changing nature of the international environment‟ To ensure knowledge when created could be retained and redistributed for future use To meet the international changing environment To create an international working environment For effective performance Meet the future challenges of Business competitiveness Project Objective Frank Nyarko: Graduate, Laurea UAS 2009
  • 6. Knowledge Knowledge creation Knowldge Management Stages/types of Knowledge Processes of Knowledge creation SECI-Model Tacit Knowledge Explicit Knowledge Benefits/ Limitations of SECI Effects of SECI Barriers to Tacit Knowledge Management approach to Tacit Knowledge Management Approach to Explicit Knowledge Merits & Demerits of Tacit & Explicit Differences b/n Tacit & explicit Knowledge Enable conditions for KC Principles of Knowledge creation Faciliting Knowledge creation Theoretical Framework Frank Nyarko: Graduate Student, Laurea UAS 2009
  • 7. Knowledge Creation Spiral Organization‟s knowledge spiral The effect of SECI on organizations Nonaka & Takeuchi 1995 Frank Nyarko: Graduate, Laurea UAS 2009
  • 8. Process of Knowledge creation Source: Stuhlman D. Daniel 2008 Frank Nyarko: Graduate, Laurea UAS 2009
  • 9. KC-Enabling Conditions Intention Shows how an organization‟s must have a clear direction for the future. Expressed the vision, long-term objectives, critical principles & performance expectations. Autonomy Embracing individual members freedom to act, make decisions and have influence on the organization. To help lead the organization into a new territory or future Fluctuation & Creative Chaos Knowledge creation thrives in times of crises and this is either that which is created within the operating environment or a crises generated by organizational intent Redundancy This shows the intentional overlapping of information about business activities, management responsibilities and the organization as a whole. “There are no secrets”. Requisite variety This shows that “diversity enhances knowledge creation” and organization‟s internal diversity will match the complexity of the environment. Source: Nonaka 1995 Frank Nyarko: Graduate, Laurea UAS 2009
  • 10. Case Study: SIDLabs Founded : November 2007 Population : About 70 SIDLabs : Service Innovation & Design Labs. SIDLabs : International solutions for businesses SIDLabs : Easier International business SIDLabs : Efficient communication SIDLabs : Crossing International Barriers SIDLabs : Generating Applied research & services for working life partners SIDLabs : Internal & External idea solutions SIDLabs : Enabling regional dev‟ment & knowledge transfer Main vision: To integrate the R&D concept with the aim of advancing corporately knowledge, and learning environment Frank Nyarko: Graduate, Laurea UAS 2009
  • 11. Hakkarainen, 2004 The Labs as Network of Expertise Frank Nyarko: Graduate, Laurea UAS 2009
  • 12. Performance Strategy StewardingDomains Communities Sharing Practices Learning Source: Wenger, 2004 The ‟Doughnut‟ Model Three elements of knowledge sharing Community of Practice for Knowledge sharing Frank Nyarko: Graduate, Laurea UAS 2009
  • 13. The Research Approach What kind of knowledge is the SIDLabs creating? the approach-tacit & explicit knowledge How are they creating it? the management approach and the environment Why are they creating the knowledge? the Prospect of the Labs Frank Nyarko: Graduate, Laurea UAS 2009
  • 14. The Research Method Quantitative Questionnaires to interns & Other members of SIDLabs (e.g. coordinators) Qualitative Interviews (coordinators & facilitators) Personal observations Feedback (SIDLabs‟ 09 seminar) Frank Nyarko: Graduate, Laurea UAS 2009
  • 15. FINDINGS Over Result Presentation 83 % 17 % Those who completed Those who did not complete 67 - Respondents 24 - Responded 21 - Completed 3 - Uncompleted Frank Nyarko: Graduate, Laurea UAS 2009
  • 16. Positive: Members are enthusiastic, energetic, innovative, creative and international Fresh, friendly, relaxed and flexible atmosphere Tacit and Explicit approach being adopted The Labs knowledge creation strategy* Negative: Lack of cooperation/Coordination between the Labs Knowledge management storing tool not specific What was realized Frank Nyarko: Graduate, Laurea UAS 2009
  • 17. Intention Vision of the Labs for 10 years time. * Autonomy The is individual members freedom to act, make decisions and have influence on the organization. To help lead the organization into a new territory or future Fluctuation & Creative Chaos Interruption of individual schedules by other internal activities or external forces Redundancy Interns self-responsibilities, coordinattors responsibilities, management responsibilities , openness, team interactions and discussions Requisite variety Different views and culture Enabling conditions in the Labs Labs KC Strategy Frank Nyarko: Graduate, Laurea UAS 2009
  • 18. The approach: Projects, R&D researches, reports, interactive & social environment, Communication practices: dialogues, seminars, presentations, workshops Internal and External networks. e.g. living lab International environment. e.g interns from abroad Trust and team spirit Flat hierichical approach International environment Social & Interactive spirit atmosphere Labs KC Strategy cont. Frank Nyarko: Graduate, Laurea UAS 2009
  • 19. The „Prospect‟ as a recommendation Providing Real Organizational Service Product Expected Customer Target P R O S P E C T Frank Nyarko: Graduate, Laurea UAS 2009
  • 20. Service: -- what are the elements of the Service? -- which type of Service? Customer: Service relation with -- existing customers -- Their perceptions & -expectations Target: -- how to work to meet -existing Market goals -- potential markets - and partners goals Providing: - what is provided? - How should it be provided? - In Which environment? Organizational: -- how the working environment -should be? -- the connections/ networks -- the processes involve Product: - Outcome of Service -- final delivery (product concept) Prospect Real: -- how is the reality -Of the working -Environment to the Service? Expected: Service relation with the - prospect customers -- internal & external customer groups - Stakeholders The ‟Prospect‟ in details Frank Nyarko: Graduate Student, Laurea UAS 2009
  • 21. An effective recruitment procedure be adopted Laureasid should develope efficient Information tool Put in place effective Management tool Management support for future research should be adhered to Continuity of research on the Labs Knowledge strategy More information about the Labs in the SID portal Importance of knowledge sharing should be made known to both interns and coordinators Recommendations Frank Nyarko: Graduate, Laurea UAS 2009
  • 22. Source: National Multicultural Institute Knowledge sharing concept Frank Nyarko: Graduate, Laurea UAS 2009
  • 23. Communities/ Organizations Institue of Higher Education Shared Experiences/ Knowledge Experts Shared Experiences/ Knowledge experts Network of Knowledge Expertise Shared Competences/ Knowledge shared Future competences/ Knowledge Knowledge sharing concept Frank Nyarko: Graduate, Laurea UAS 2009
  • 24. Knowledge is like gold, let all embrace it and make good use of it ThankYou Frank Nyarko: Graduate, Laurea UAS 2009