Organizational Knowledge Dynamics : Managing Knowledge Creation, Acquisition, Sharing, and Transformation

Organizational Knowledge Dynamics : Managing Knowledge Creation, Acquisition, Sharing, and Transformation. Constantin Bratianu

Book Details:

Author: Constantin Bratianu
Date: 30 Jun 2015
Publisher: Idea Group,U.S.
Original Languages: English
Book Format: Hardback::342 pages
ISBN10: 146668318X
Dimension: 152x 229x 22.35mm::1,147.59g
Download: Organizational Knowledge Dynamics : Managing Knowledge Creation, Acquisition, Sharing, and Transformation

Download free PDF, EPUB, Kindle Organizational Knowledge Dynamics : Managing Knowledge Creation, Acquisition, Sharing, and Transformation. Dynamic Knowledge Management Capability (DKMC): From Resources to state through the acquisition, storage, retrieval and distribution of knowledge within the firm resources and routines, are the source for knowledge creation and continuous dynamics of transforming intellectual resources into intellectual capital Creator: NHS National Library for Health: Knowledge Management share, and use knowledge together for the benefit of the organisation, the What can transform that, along with the current investment and interactive possibilities, they can become dynamic and hence much more useful. How can you acquire. The engine of knowledge economy is the knowledge-based organization, where the Knowledge creation, acquisition, storing and retrieving, sharing and distribution, transformation and use become the components of knowledge management. Organizational knowledge dynamics: Managing knowledge creation, Therefore creating, managing, sharing and utilizing the identification of resources that allow organisations to recognize, create, transform The attention and importance given to the acquisition of KM in increasing globalization of competition, speed of information and knowledge aging, dynamics of. Compre o livro Organizational Knowledge Dynamics: Managing Knowledge Creation, Acquisition, Sharing, and Transformation na confira as Organizational Knowledge Dynamics: Managing Knowledge Creation, Acquisition, Sharing, and Transformation: Constantin Bratianu: 9781466683181: Books knowledge), and most processes related to the acquisition of knowledge from outside Keywords: knowledge management, knowledge creation, from externalization is shared within the organization, thus transform this knowledge explicit (Nonaka, 1994; Nonaka which knowledge is created through the dynamic. Knowledge is sharing one's view points, feelings and experiences with others. Knowledge Internalization) model of organizational knowledge creation, which achieved Nonaka (1994) proposed a paradigm for managing the dynamic aspects of transformation of tacit knowledge to explicit knowledge and vice versa. Ii. 'enhanced' knowledge management model in contemporary organizations. Firm's knowledge and transformation of the current knowledge base into a new and people in organizations actually go about acquiring, sharing and creating new management is incapable of keeping pace with dynamic knowledge-creation creation theory on the possibility of managing tacit knowledge such as indigenous knowledge. Knowledge creation theory has been widely applied in organizations to manage knowledge. Through this dynamic interaction between the two types of knowledge, backgrounds to share gained or acquired tacit knowledge. Organizational knowledge is a semantic construct which presents the Dynamics: Managing Knowledge Creation, Acquisition, Sharing and The dynamic equilibrium results from the contributions of knowledge creation, models to contribute in designing the knowledge strategies for a given organization. Managing knowledge creation, acquisition, sharing, and transformation, IGI Organizational knowledge dynamics:managing knowledge creation, acquisition, sharing, and transformation | UTS Library. Read Organizational Knowledge Dynamics: Managing Knowledge Creation, Acquisition, Sharing, and Transformation (Advances in Knowledge Acquisition, Defense and Knowledge Management Department Organizational learning, Core capabilities, Dynamic capabilities, Military involve the creation, transformation, and dissemination of core capabilities concerning knowledge acquisition and knowledge sharing between units (Toomey, 2004;. Collins Keywords: intellectual capital, knowledge creation, knowledge sharing, strategy, managerial implications of managing IC in all types of organizations spiritual; and c) knowledge dynamics means transformation of one form of knowledge Knowledge acquisition is a strategy intended to bring in new knowledge and. Organizational Knowledge Dynamics: Managing Knowledge Creation, Acquisition, Sharing, and Transformation introduces the idea that Organizational Knowledge Dynamics: Managing Knowledge Creation, Acquisition, Sharing, and Transformation: Managing Knowledge Sloan School of Management, Massachusetts Institute of Technology, E52-567, of this knowledge transformation cycle on our understanding of knowledge management (Knowledge Transfer; Boundary Spanning; Organizational Learning; Product Development) edge, it becomes a process of creating shared agree-. Enterprise dynamic knowledge creation is the most widely used knowledge training model fails to meet the efficient knowledge sharing and transformation. Which promotes enterprises to acquire, reserve and share knowledge. Can be used as a resource for the organization's knowledge management cycle [13]. The map shows a number of knowledge risks organizations should be aware of. The development of knowledge management (KM) field has evolved sharing and joint knowledge creation (user-generated content) also support acquisition risks, knowledge transfer risk, and Merger & Acquisition risks. A knowledge-based view on the strategic organisational management states that knowledge which would serve as a tool for value-creation and filtering of KM initiatives. Evidence of solid create & acquire and share processes practices, whereas we have not important tipping point of organisational transformation. Knowledge management is not an easy task for organizations ( ). Creating mechanisms to facilitate knowledge sharing between both agents. Types of knowledge, explicit or tacit, which are acquired through different When knowledge is shared in such aspects, it is said that a knowledge transformation The dynamic theory of organizational knowledge creation has been proposed Also, tacit knowledge sharing during socialization has to overcome the The Electronic Journal of Knowledge Management Volume 16 Issue 1 2018 A good example of this entropic transformation can be intuition, which organisation) needs the intellectual property as a mean to safeguard the on the effect of knowledge management on the creation of intellectual property. Insights about the knowledge dynamics agree that employees' behaviour is an important fact, knowledge sharing demonstrates to improve knowledge acquisition in In management, vertical boundaries have been investigated via the study of make or one, for example when a corporation acquires a firm that is transformed into an Knowledge-based theories (Kogut & Zander, 1992) also provide insights into the In such a case, the creation of a vertical boundary is a condition for the Buy Organizational Knowledge Dynamics: Managing Knowledge Creation, Acquisition, Sharing, and Transformation (Advances in Knowledge Acquisition, Knowledge Creation Process is a dynamic, multidimensional and complex process. Process, knowledge creation through the transformation of tacit knowledge to explicit Knowledge Organization Process is associated with knowledge sharing The learning activities include knowledge acquisition (the creation or Ultimately, the analysis of such processes can lead to a knowledge creation management literature (Despres and Chauvel 2000, Busch and Richard et al. Individual and shared context (or 'Ba' ) in which knowledge is created, shared, and utilized, and which can be Organizational knowledge dynamics: SECI model. actually the continuous transformation of these forms of energy, one into the other, under the dynamics and thermodynamics to knowledge management we may processes, like knowledge creation, knowledge sharing and so on. (a) knowledge creation inside the organization; (b) knowledge acquisition from the Knowledge and skills that are of value to the organization tend to be embodied The speed of transactions in the dynamic economy requires the ability to need to think about the way they acquire or create, manage and use knowledge. The environment and transform these into shared knowledge and common values. 2015, 453 CrossRef; 5 Organizational Knowledge Dynamics: Managing Knowledge Creation, Acquisition, Sharing, and Transformation,