A Knowledge Framework Underlying Process Management

Organizations are increasingly implementing process-improvement techniques like Six Sigma, total quality management, lean, and business process re-engineering to improve organizational performance. These techniques are part of a process management system that includes the organizational infrastructure to support the improvement techniques. The knowledge-based view of a firm argues that organizational knowledge is the source of competitive advantage. To the extent that the process management system enables knowledge creation it should be a source of competitive advantage. This study investigates the underlying framework and factors of a process management system that lead to organizational knowledge creation. Prior studies have considered knowledge creation in process improvement, but none have considered the role of the process management system. Specifically, the study uses the case study method to investigate multiple levels (organization level and project level) of two firms using Six Sigma as their chosen process management system. Analysis of the cases reveals that the leadership creates a supportive infrastructure enabling process- improvement techniques to effectively create organizational knowledge. Interestingly, focusing on decision-making tools and methods may not be effective without developing a supportive infrastructure. The proposed framework provides a basis for organizational leaders to think about how to design and implement a process management system to better enable knowledge creation in organizations

The distinctions within organizations: Luhmann from a cultural perspective

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Impact of coherent versus multiple identities on knowledge integration

This paper addresses the influence of two competing views of social identity on knowledge integration. One view sees social identity primarily as a coherent characteristic of organizations, which can leverage knowledge integration by unconditional cooperative behaviour, shared values, mindsets, trust, and loyalty. The opposing view considers social identity as multiple and fragmented. This fragmented view emphasizes the problematic nature of social identity for knowledge integration and states that social identity is an additional barrier to knowledge integration in organizations. The aim of this paper is to examine these competing accounts and to develop insight into the underlying mechanisms that lead to the different effects of social identity on knowledge integration. Two polar case studies illustrate the different effects of a coherent versus multiple identity on knowledge integration and the need for a coherent company-wide social identity, instead of a multiple community or group based social identity, to leverage knowledge integration in organizations

Ovarian Cancer: Deaf and Hearing Women’s Knowledge Before and After an Educational Video

Members of the Deaf community report language and cultural barriers to accessing health information and care. This study evaluated whether an ovarian cancer education video in American Sign Language with English captioning and voiceover could close the anticipated knowledge gap between Deaf and hearing women’s cancer knowledge. Consented Deaf (n = 55) and hearing (n = 52) women’s General, Ovarian, and Total Cancer Knowledge were assessed before and after viewing the video. At baseline, hearing women demonstrated significantly higher General, Ovarian, and Total Cancer Knowledge scores than Deaf women. By the post-test, all of Deaf women’s knowledge scores had increased, closing the baseline gap. However, hearing women’s post-video knowledge had also increased, thereby creating a new knowledge gap. The ovarian cancer education video offers an effective method to increase ovarian and general cancer knowledge for Deaf and hearing women