Managing knowledge in organizations : a Nonaka’s SECI model operationalization

Purpose: The SECI model (Nonaka, 1994) is the best-known conceptual framework for understanding knowledge generation processes in organizations. To date, however, empirical support for this framework has been overlooked. The present study aims to provide an evidence-based groundwork for the SECI model by testing a multidimensional questionnaire Knowledge Management SECI Processes Questionnaire (KMSP-Q) designed to capture the knowledge conversion modes theorized by Nonaka. Methodology: In a twofold study, the SECI model was operationalized via the KMSP-Q. Specifically, Study One tested its eight-dimensional structure through exploratory and confirmatory factorial analyses on 372 employees from different sectors. Study Two examined the construct validity and reliability by replicating the KMSP-Q factor structure in knowledge-intensive contexts (on a sample of 466 health-workers), and by investigating the unique impact of each dimension on some organizational outcomes (i.e., performance, innovativeness, collective efficacy). Findings: The overall findings highlighted that the KMSP-Q is a psychometrically robust questionnaire in terms of both dimensionality and construct validity, the different knowledge generation dimensions being specifically linked to different organizational outcomes. Research/Practical Implications: The KMSP-Q actualizes and provides empirical consistency to the theory underlying the SECI model. Moreover, it allows for the monitoring of an organization’s capability to manage new knowledge and detect the strengths/weaknesses of KM-related policies and programs. Originality/Value: This paper proposes a comprehensive measure of knowledge generation in work contexts, highlighting processes that organizations are likely to promote in order to improve their performance through the management of their knowledge resources

Knowledge Management Practice at a Bulgarian Bank: A Case Study

This paper reports on knowledge management (KM) practices in the customer service and lending departments of one of Bulgaria's top retail banks and investigates how KM processes can be further improved. The Bank's KM activities have been studied using observations, interviews and informal discussions for data collection. Findings were compared and contrasted with existing literature in similar contexts. Although rudiments of knowledge sharing are evident from the KM activities in different departments of the bank, the limitations such as resistance to change of the implemented KM systems are impeding the effectiveness of the knowledge management process. More training and incentives are needed to increase knowledge creation and sharing. Moreover, a clearly articulated KM strategy along with success criteria and commitment and support from senior management is needed. There is a severe lack of knowledge management studies in Bulgarian context in general and Bulgarian banking sector in particular. The authors' findings will potentially help in improving knowledge sharing practice as well as provide a valuable insight into knowledge management related issues in the Bulgarian context. The findings from this research can be useful to companies from Eastern Europe and other regions in improving their knowledge sharing practice

The governance of formal university–industry interactions: understanding the rationales for alternative models

This article develops a conceptual framework to explain the economic rationale underpinning the choice of different modes of governance of formal university–industry interactions: personal contractual interactions, where the contract regulating the collaboration involves a firm and an individual academic researcher, and institutional interactions, where the relationship between the firm and the academic is mediated by the university. Although institutional interactions, for numerous reasons, have become more important, both governance modes are currently being implemented. We would argue that they have some important specificities that need to be understood if university–industry knowledge transfer is to be managed effectively and efficiently

Finding the right partners: institutional and personal modes of governance of university–industry interactions

We study two different governance modes of university–industry interactions: in the institutional mode, interactions are mediated by the university through its administrative structures (such as departments or dedicated units such as technology transfer offices), while in the personal contractual mode interactions involve formal and binding contractual agreements between firms and individual academics, carried out without the direct involvement of the university. We argue that the choice of which form of governance to adopt involves different decision-making processes for firms and that both governance forms have important roles to play in the context of university–industry knowledge transfer. Relying on a representative sample of firms in the Italian region of Piedmont, we examine the characteristics and strategies of firms that interact with universities under different governance modes. Our results indicate that ignoring personal contractual arrangements with individual researchers, as the previous literature does, amounts to overlooking at least 50% of university–industry interactions. The econometric estimations suggest that personal contractual interactions are used relatively more by small firms involved in technology and open innovation strategies, while institutional interactions are mostly used by large firms that vertically integrate R&D activities

Private philanthropy or policy transfer? The transnational norms of the Open Society Institute

The Open Society Institute (OSI) is a private operating and grant-making foundation that serves as the hub of the Soros Foundations Network, a group of autonomous national foundations around the world. OSI is a mechanism for the international diffusion of expertise and ‘best practices’ to post-communist countries and other democratising nations. Focusing on the ‘soft’ ideational and normative policy transfer, the article highlights the engagement in governance that comes with OSI transnational policy partnerships

Transnational Philanthropy, Policy Transfer Networks and the Open Society Institute

This paper avoids assumptions that civil society is an entirely separate and distinguishable domain from states and emergent forms of transnational authority. Focusing on the 'soft' ideational and normative policy transfer undermines notions of clear cut boundaries between an independent philanthropic body in civil society and highlights the intermeshing and mutual engagement that comes with networks, coalitions, joint funding, partnerships and common policy dialogues

Cognition in investigation: The metaphor of detectives' thinking styles and the research process

The literature on research in organizational theory and the social sciences at large is primarily focused on the formal dimensions of the research process and largely ignores the cognitive activities involved in theorizing. We use Dean's (2000) hierarchical typology of the thinking processes of police detectives as an analogical framework to reflect on the cognitive processes of organizational researchers. Graphical depictions of the investigative thinking styles of method, challenge, skill, and risk are presented in a 3-D model. From this we construct a model for the research process that incorporates both the formal dimension related to the management of the research project and the dimension of the cognitive modes activated. We draw implications for theorizing, the conduct of research projects, researchers' self-reflexivity, and the training of research students

Different Ambidextrous Learning Architectures and the Role of HRM Systems

During the past decade ambidexterity has emerged as the central research stream in organization science to investigate how organizations manage to remain successful over time. By using the lens of organizational learning, ambidexterity can be defined as the simultaneous pursuit of exploration and exploitation. However, the link between ambidexterity and the human resource management of a firm is still a blind spot on the ambidexterity research map. To shed light on this issue, we show how different ambidextrous learning architectures can be created and maintained by the means of consistent HRM systems. By doing so, we show how HRM systems as specific bundles of HRM practices facilitate ambidextrous learning. Thereby we emphasize the challenge of creating and sustaining the horizontal and vertical fit of an HRM system with regard to different ambidextrous designs.Ambidexterity; Exploration; Exploitation; Organizational Learning; HRM; Strategic Human Resource Management

Universities, knowledge networks and regional policy

As knowledge becomes an increasingly important part of regional innovation and development processes, the role of universities has come to the fore of regional innovation and economic development policy The objective of this paper is to critically review and assess the structure and function of knowledge networks and modes of engagement between universities and the business community in regional settings and contexts. It is argued that while regional knowledge networks and modes of engagement between universities and the business community are becoming increasingly prevalent, it is often difficult to ascribe investments in knowledge-based infrastructure to improved regional competitiveness. It is concluded that in a globalised knowledge environment the engagement between universities and regional business communities must be based on a mutual understanding of the role of both network and market-based knowledge interactions