Predicting inter -organizational knowledge satisfaction through knowledge conversion and task characteristics in a minority -owned business

Knowledge management has been extensively studied from the single organization (intra-organizational) perspective for many years. Although the literature on intra-organizational knowledge is extensive, there still exist gaps in the literature with regards to knowledge being shared by multiple organizations (inter-organizational knowledge). Inter-organizational knowledge satisfaction is gained when the organizations successfully embody the knowledge gained via the cooperation and crystallizes that knowledge within the organization. The problem addressed in this study is the lack of a model for predicting inter-organizational knowledge satisfaction utilizing task characteristics and the knowledge conversion process. The purpose of the study was to predict inter-organizational knowledge satisfaction for a contract company. The research question addressed how task characteristic and knowledge conversion can predict inter-organizational knowledge satisfaction. The theoretical frameworks include Nonaka\u27s theory on organizational knowledge creation and Becerra-Fernandez and Sabherwal\u27s theory for task characteristics. The study is a correlation research design using multiple linear regression as the data analysis method. An online questionnaire was administered to all executives, first- and mid-level managers, and professionals. The predictor variables task characteristic and knowledge conversion are used to predict inter-organizational knowledge satisfaction (IOKS). Predictor variables accounted for 35.3% of the variance in the IOKS score. This study contributes to social change by helping organizations gain a competitive advantage through developing and implementing both creative and timely knowledge management initiatives to gain inter-organizational knowledge satisfaction

Organizational impact of evidence-informed decision making training initiatives : a case study comparison of two approaches

Background The impact of efforts by healthcare organizations to enhance the use of evidence to improve organizational processes through training programs has seldom been assessed. We therefore endeavored to assess whether and how the training of mid- and senior-level healthcare managers could lead to organizational change. Methods We conducted a theory-driven evaluation of the organizational impact of healthcare leaders’ participation in two training programs using a logic model based on Nonaka’s theory of knowledge conversion. We analyzed six case studies nested within the two programs using three embedded units of analysis (individual, group and organization). Interviews were conducted during intensive one-week data collection site visits. A total of 84 people were interviewed. Results We found that the impact of training could primarily be felt in trainees’ immediate work environments. The conversion of attitudes was found to be easier to achieve than the conversion of skills. Our results show that, although socialization and externalization were common in all cases, a lack of combination impeded the conversion of skills. We also identified several individual, organizational and program design factors that facilitated and/or impeded the dissemination of the attitudes and skills gained by trainees to other organizational members. Conclusions Our theory-driven evaluation showed that factors before, during and after training can influence the extent of skills and knowledge transfer. Our evaluation went further than previous research by revealing the influence—both positive and negative—of specific organizational factors on extending the impact of training programs

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 in Engineering Companies in the Nigeria Oil and Gas Industry

Engineering companies in the Nigerian Oil and Gas Industry are not able to optimize their knowledge resources through the continual conversion of tacit knowledge to organizational knowledge. This is due to barriers that inhibit the holistic process of tacit knowledge conversion. The purpose of this qualitative case study was to understand the enablers and barriers to tacit knowledge conversion in engineering companies as perceived by engineering practitioners working in the Nigerian oil and gas industry. The central research questions focused on exploring the enablers and barriers to the conversion of tacit knowledge to organizational knowledge in oil and gas engineering companies in Nigeria. An integration of tacit knowledge conversion framework and organizational learning framework provided a two-fold conceptual lens for exploring the enablers and barriers to tacit knowledge. Qualitative data were collected using in-depth semistructured virtual interviews with 22 experienced engineering practitioners by using purposive sampling. Thematic analysis was used to identify patterns and themes in the dataset in relation to the research question. Nonexistent knowledge management systems and inconsistent knowledge management practices were the most significant barriers to tacit knowledge conversion in Nigerian engineering companies. The most significant enablers were good knowledge and employee retention strategies, top management commitment, and creating an enabling environment. This study may contribute to positive social change by sensitizing all stakeholders in Nigerian oil and gas industry on the need for the implementation of knowledge management systems and conversion of tacit knowledge to organizational knowledge

The Effect of Knowledge Leadership toward Organizational Culture, Individual Learning, and Collective Learning and Its Implication toward Individual Creativity: a Study on State-Owned Plantation Enterprises of Indonesia

The aim of this study is to describe the effect of Knowledge Leadership in the context of learning and creativity, using the model of Knowledge Leadership proposed by Viitala (2004) as the basis. Testing the model was performed on fourteen (14) State-Owned Plantation Enterprises throughout Indonesia. The study sample consisted of 245 middle managers and data was analyzed using GSCA (Generalized Structured Component Analysis) approach. The research results confirm a significant effect of Knowledge Leadership on Organizational Culture and Collective Learning. Indirect influence of Knowledge Leadership on Organizational Culture through Individual Learning and Individual Creativity has also been revealed. Organizational culture has a significant effect on Individual Learning, Collective Learning, and Individual Creativity. The study also confirms the non-significant effect of Individual Learning on Collective Learning, and Collective Learning has no significant effect on Individual Creativity. The results show the importance of organizational culture as a key in the implementation of Knowledge Leadership in an organization. In addition, the research also approves the importance of the conversion process of individual learning to collective learning in order to produce effective use of knowledge as a source of long-term competitive advantage in an organization. Keywords: Knowledge leadership, learning, creativity, State-Owned Plantation Enterprises

Facilitating knowledge sharing in Chalco: the role of communities of practice

Communities of practice (CoPs) have recently become key components in organizational knowledge management initiatives (Wenger, 2004). They have achieved prominence in the context of knowledge management and organizational learning both with scholars and practitioners. Many researches (Ardichvili et al., 2003; Davenport & Voelpel, 2001; Davenport & Probst, 2002) have investigated how some multinational companies integrated different kinds of CoPs into their knowledge management systems. But those studies focus mainly on the regions of the Western countries. There are limited researches conducted on other social context. This research therefore is to address CoPs in a Chinese organization - Chalco and investigates how the Learning Groups as the communities of practice facilitate knowledge sharing in the company. This research adopts the Nonaka‘s (1994) organizational knowledge creation model (SECI) and defines the organizational knowledge sharing as two parts of organization knowledge creation process: socialisation and externalisation. It examines how the Learning Groups facilitate tacit knowledge sharing (socialization) and the knowledge conversion from tacit to explicit (externalization). This research takes the social constructionist standpoint, trying to understand individuals‘ experience of participating Learning Groups in the company, through the interpretive lens. It adopts a qualitative approach using in-depth interviews to gather data which are then analysed using the narrative analysis approach paying attention to individuals‘ experience expressed through their interview accounts. Through narrative analysis, the way in which Learning Groups facilitate tacit knowledge sharing and the conversion from tacit knowledge to explicit knowledge has been emerged. Some influences of Chinese cultural and social factors to the knowledge were also found. The finding of this study suggests that there are some knowledge sharing barriers caused by both organizational factors and cultural factors. The Learning Groups in Chalco have been playing very positive roles in overcoming those barriers and facilitating knowledge sharing in the company. The findings of this research can benefit to both academics and practitioners. It will help the related academics to understand how the Chinese cultural and social influences on knowledge management practice and how CoPs facilitate knowledge sharing in such context. It also provides an example of best practice on knowledge management for other business managers and government policy makers so that they can develop appropriate knowledge management strategies for the benefit of their companies and the social development

A study on the relationship between knowledge management and the impact towards organizational performance of Perbadanan Kemajuan Negeri Melaka / Nurul Shahirah Ishak

Perbadanan Kemajuan Negeri Melaka is one of the organizations who are responsible for Melaka development. The State Economic Development Corporation (PKNM) was established under the State Economic Development Corporation Melaka. Enactment No 1, 1971 and was given the role and main task to develop the state of Melaka into four main areas namely Industrial, Tourism, Housing, Business and Commerce. In giving best presentation to customers, they should have a ‘pleasant personality’ from internal. Therefore, knowledge management plays important roles in giving the good result to others. Knowledge management can be measure in terms of knowledge on technology, organizational culture, organizational structure, acquisition, conversion, application and protection. So, the purpose of this research is to identify the relationship between knowledge management and to see the impact towards organizational performance. Perbadanan Kemajuan Negeri Melaka staff becomes respondents for this research paper. 50 respondents were selected randomly from 6 departments. Beside, researcher also comes out with the recommendation which she believe Perbadanan Kemajuan Negeri Melaka may take it as the opportunity to increase their organizational performance

The Neuro-Subject: A Living Entity with Learnability

In the context of an academic subject, students and teachers acquire knowledge and experience, but we must ensure that this experience will be shared and managed. In this way, the learning, acquired in the subject, remains in the subject. A proven way to manage the experience, which has been validated in previous works, is based on considering two dimensions: the conversion of individual knowledge into organizational and the use of a knowledge management system that allows classifying, organizing and finding knowledge based on ontologies and inferences between them. The primary objective of this research work is to join the two dimensions and apply an active method to manage the experience acquired by the teaching staff and students. The combination of the models RT-CICLO, as an active method, and ACCI 3.0 to transform individual and organizational knowledge can be applied so that organizational knowledge and learning are produced in a subject. In this work we have identified the actions in which the students create knowledge, as well as the type of knowledge that is created in each case. Organizational knowledge can be generated from each action, which can also be used to promote individual student learning. In the experience also have been acquired a high perception of usefulness on the part of students with regard to all types of organizational knowledge created

MOTIVATING KNOWLEDGE SHARING BEHAVIOR FROM THE PERSPECTIVE OF THE CONVERTIBILITY OF ECONOMIC BENEFITS

Past research has extensively studied individuals knowledge-sharing behavior. Identifying the effective mechanisms that motivate individuals to share their valuable knowledge has become an important issue and a major challenge for researchers and practitioners. Past studies fail to consider the readiness of conversion of motivational mechanism to economic benefits of knowledge sharing on knowledge sharing behavior. This study develops a theoretical model of the convertibility of economic benefits that integrates the calculative-based mechanism (CBM) modified from organizational reward systems and the relational-based mechanism (RBM) founded on social interaction to explain knowledge sharing behavior. The research will be conducted by a field study in collaboration with a district hospital to secure the survey data. The objective of this study is to help answer the following research questions. 1. How does the CBM, which incorporates the construct of organizational reward systems, facilitate knowledge sharing behavior 2. How does the RBM, which incorporates the construct of deposits, withdrawals, and relationship account balance, facilitate knowledge sharing behavior 3. Against the benchmark of the CBM, does the addition of the RBM give a better explanation of individual knowledge sharing behavior Keywords: Knowledge sharing behavior, Calculative-based mechanism, Relational-based mechanism, Convertibility of economic benefits

A Project Management Framework for Fuel Conversion Projects : A case study

The push towards sustainability and the improved availability of natural gas has resulted in an increase of fuel conversions of engine power plants. Fuel conversion of a power plant may result in financial, operational, or environmental benefits. Fuel conversion projects can be classified as retrofit projects which can require a different project management approach compared to new build projects. The aim of this research is to study the project process of a company that performs fuel conversions of existing engine power plants. In line with the aim the following research questions emerged, RQ1: what does the fuel conversion project process look like? and RQ2: how can a project management framework support knowledge transfer of fuel conversion projects? Based on the current project process a project management framework is developed to create a defined structure that can support the execution of upcoming projects. The second objective of the framework is to facilitate knowledge transfer of fuel conversion projects to increase the organizational capacity of performing the projects. The research method used in the research is the case study method. The data collection included semi-structured interviews, company documents, observations, and a workshop. The developed framework complements the existing project model in use by specifying the project delivery of fuel conversion projects by dividing the delivery into five phases. The framework includes a summarizing table, visualization of the main project activities, descriptions of each phase, challenges, and success factors of fuel conversion projects. The framework enables knowledge transfer by working as a knowledge market where experienced team members can share their knowledge to less experienced ones. The research concluded that fuel conversion projects are susceptible to challenges regarding tight schedules, cost deviations, engineering quality, combining new designs with old designs, material and site manpower availability, and occurring changes during the project. Understanding the scope and requirements thoroughly, accurate information about the existing power plant, and early planning and preparations can mitigate challenges and support project success