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.

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