You know effective knowledge creation when you see it – firms use it to create, innovate and grow successfully. But how can you tell what’s behind it, making up those winning formulas? Are antecedents of new knowledge creation specific to the firm (individual absorptive capacity and informal networking), the contextual environment (the nature of problem situations being faced by the firms), or both? Dr. Christine Soo, Professor Timothy Devinney and Professor David Midgley broaden and refine their previous research on knowledge creation, guiding managers to the factors that matter the most.
Content: Article
Authors: Christine Soo, David Midgley, Timothy Devinney
Source: INSEAD Knowledge
Subject: Knowledge Management
Authors: Christine Soo, David Midgley, Timothy Devinney
Source: INSEAD Knowledge
Subject: Knowledge Management
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The authors write that knowledge creation is a chain of events: information must be acquired, then integrated with previously-held information, then utilized to solve problems or develop new products – and that’s when it becomes knowledge. Also, they explain that knowledge should be “free to travel” as opposed to being confined to certain places and people in an organization. And its use will be maximized in an environment where it can flow, mix, be exchanged and be applied. Thus, managers must accept the task of creating and maintaining the right conditions for this to happen.
working paper title: Knowledge Creation in Organizations: Exploring Firm and Context Specific Effects