the prospect of knowledge creation
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Concept Presentation
Knowledge creation:
As important role in innovation & development of organizations‟ integration
As a strategic resource and key factor which represents organization‟s core competencies
To help foster future challenges and remainproductive
To enable organization‟s have a flow of informationfrom top to down & vice visa.
To create awareness of an environment that supports knowledge creation
Frank Nyarko: Graduate, Laurea UAS 2009
Project Structure
A. INTRODUCTION.
-Overview
-Research Objectives
-Research Problem
-Describing the
Methodology
B. THE THEORETICAL
-KM defined
-KC defined?
-Process, principles of KC
-Knowledge-Intensive
organizations
-Other Authors views
-Facilitating Knowledge
Creation
D. SURVEY
-2 Sections
- Electronic
questionnaires
- Interviews
- Observations
THESIS
R&D PROJECT
C. LAUREA SIDLABS
-Description of SIDLabs
-SIDLabs KM style
-The Prospect of KC in
SIDLabs
-Bases for the Prospect
F. CONCLUSION
- Observations
- Limitations/
challenges
- Recommendations
E. PRESENTATION OF FINDINGS
.
– Descriptions of findings
– Summary of findings
– Limitations of findings
Frank Nyarko: Graduate, Laurea UAS 2009
The Research ProblemKnowledge creation can become obsolete if not created continually-Nonaka
Internationalization of organizationse.g. Laurea as an institution
Competition in research and development & innovation
Frank Nyarko: Graduate, Laurea UAS 2009
‘How Laurea SIDLab is managing knowledge creation in order to adapt to the changing nature of the international environment‟
To ensure knowledge when created could be retained and
redistributed for future use
To meet the international changing environment
To create an international working environment
For effective performance
Meet the future challenges of Businesscompetitiveness
Project Objective
Frank Nyarko: Graduate, Laurea UAS 2009
Knowledge
Knowledge
creation
Knowldge
Management
Stages/types of
Knowledge
Processes of
Knowledge
creation
SECI-Model
Tacit
Knowledge
Explicit
Knowledge
Benefits/
Limitations of
SECI
Effects of SECI
Barriers to
Tacit
Knowledge
Management
approach to
Tacit
Knowledge
Management
Approach to
Explicit
Knowledge
Merits &
Demerits of
Tacit & Explicit
Differences b/n
Tacit & explicit
Knowledge
Enable
conditions for
KC
Principles of
Knowledge
creation
Faciliting
Knowledge
creation
Theoretical Framework
Frank Nyarko: Graduate Student, Laurea UAS 2009
Knowledge Creation Spiral
Organization‟s knowledge spiral
The effect of SECI on
organizations
Nonaka & Takeuchi 1995
Frank Nyarko: Graduate, Laurea UAS 2009
Process of Knowledge creation
Source: Stuhlman D. Daniel 2008
Frank Nyarko: Graduate, Laurea UAS 2009
KC-Enabling ConditionsIntention Shows how an organization‟s must have a clear direction
for the future. Expressed the vision, long-term objectives, critical principles & performance expectations.
Autonomy Embracing individual members freedom to act, make decisions and have influence on the organization. To help lead the organization into a new territory or future
Fluctuation & Creative Chaos
Knowledge creation thrives in times of crises and this is either that which is created within the operating environment or a crises generated by organizational intent
Redundancy This shows the intentional overlapping of information about business activities, management responsibilities and the organization as a whole. “There are no secrets”.
Requisite variety This shows that “diversity enhances knowledge creation” and organization‟s internal diversity will match the complexity of the environment.
Source: Nonaka 1995
Frank Nyarko: Graduate, Laurea UAS 2009
Case Study: SIDLabsFounded : November 2007
Population : About 70
SIDLabs : Service Innovation & Design Labs.
SIDLabs : International solutions for businesses
SIDLabs : Easier International business
SIDLabs : Efficient communication
SIDLabs : Crossing International Barriers
SIDLabs : Generating Applied research & services for working life partners
SIDLabs : Internal & External idea solutions
SIDLabs : Enabling regional dev‟ment & knowledge transfer
Main vision: To integrate the R&D concept with the aim of advancing corporately knowledge, and learning environment
Frank Nyarko: Graduate, Laurea UAS 2009
Performance
Strategy
StewardingDomains
Communities Sharing
Practices Learning
Source: Wenger, 2004
The ‟Doughnut‟ Model Three elements of knowledge sharing
Community of Practice for Knowledge sharing
Frank Nyarko: Graduate, Laurea UAS 2009
The Research Approach
What kind of knowledge is the SIDLabs creating?
the approach-tacit & explicit knowledge
How are they creating it?
the management approach and the environment
Why are they creating the knowledge?
the Prospect of the Labs
Frank Nyarko: Graduate, Laurea UAS 2009
The Research Method
Quantitative
Questionnaires to interns & Other members of SIDLabs (e.g. coordinators)
Qualitative
Interviews (coordinators & facilitators)
Personal observations
Feedback (SIDLabs‟ 09 seminar)
Frank Nyarko: Graduate, Laurea UAS 2009
FINDINGS
Over Result Presentation
83 %
17 %
Those w ho completed
Those w ho did not
complete
67 - Respondents
24 - Responded
21 - Completed
3 - Uncompleted
Frank Nyarko: Graduate, Laurea UAS 2009
Positive:
Members are enthusiastic, energetic, innovative, creative and international
Fresh, friendly, relaxed and flexible atmosphere
Tacit and Explicit approach being adopted
The Labs knowledge creation strategy*
Negative:
Lack of cooperation/Coordination between the Labs
Knowledge management storing tool not specific
What was realized
Frank Nyarko: Graduate, Laurea UAS 2009
Intention Vision of the Labs for 10 years time. *
Autonomy The is individual members freedom to act, make decisions and have influence on the organization. To help lead the organization into a new territory or future
Fluctuation & Creative Chaos
Interruption of individual schedules by other internalactivities or external forces
Redundancy Interns self-responsibilities, coordinattorsresponsibilities, management responsibilities , openness, team interactions and discussions
Requisite variety Different views and culture
Enabling conditions in the Labs
Labs KC Strategy
Frank Nyarko: Graduate, Laurea UAS 2009
The approach:
Projects, R&D researches, reports, interactive & social environment,
Communication practices: dialogues, seminars, presentations, workshops
Internal and External networks. e.g. living lab
International environment. e.g interns from abroadTrust and team spirit
Flat hierichical approach
International environment
Social & Interactive spirit atmosphere
Labs KC Strategy cont.
Frank Nyarko: Graduate, Laurea UAS 2009
The „Prospect‟ as a
recommendation
Providing
Real
Organizational
Service
Product
Expected
Customer
Target
P
R
O
S
P
E
C
T
Frank Nyarko: Graduate, Laurea UAS 2009
Service:-- what are the elements of
the Service?-- which type of Service?
Customer:Service relation with-- existing customers
-- Their perceptions &
-expectations
Target:-- how to work to meet-existing Market goals
-- potential markets
- and partners goals
Providing:- what is provided?
- How should it be provided?- In Which environment?
Organizational:-- how the working environment
-should be?-- the connections/ networks
-- the processes involve
Product:- Outcome of Service
-- final delivery(product concept)
Prospect
Real:-- how is the reality-Of the working-Environment to the Service?
Expected:Service relation with the- prospect customers -- internal & external
customer groups- Stakeholders
The ‟Prospect‟ in details
Frank Nyarko: Graduate Student, Laurea UAS 2009
An effective recruitment procedure be adopted
Laureasid should develope efficient Information tool
Put in place effective Management tool
Management support for future research should be adhered to
Continuity of research on the Labs Knowledge strategy
More information about the Labs in the SID portal
Importance of knowledge sharing should be made known to both interns and coordinators
Recommendations
Frank Nyarko: Graduate, Laurea UAS 2009
Source: National Multicultural Institute
Knowledge sharing concept
Frank Nyarko: Graduate, Laurea UAS 2009
Communities/
Organizations
Institue of
Higher
Education
Shared Experiences/
Knowledge Experts
Shared Experiences/
Knowledge experts
Network of
Knowledge
Expertise
Shared
Competences/
Knowledge
shared Future
competences/
Knowledge
Knowledge sharing concept
Frank Nyarko: Graduate, Laurea UAS 2009
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