Organizational culture is an important determinant of sustained innovativeness and financial performance. Though it is easy to appreciate the important role culture plays in making an innovation successful, it is difficult to change culture. One way of changing culture could be to identify elements of innovative culture and then imbibing the ones relevant to a given organization. In this paper, we have identified, based on past research, eight elements of organizational innovative culture: innovative mission and vision statements, democratic communication, safe spaces, flexibility, collaboration, boundary spanning, incentives, and leadership. We believe that assimilating these elements of organizational culture will enable organizations to support and sustain innovative activities.
New media allows previously passive consumers to tell and shape stories together. Yet most information is still disseminated in a top-down fashion, without taking advantage of the features enabled by new media. This paper presents five Alternate Reality Game (ARG) case studies which reveal common features and mechanisms used to attract and retain diverse players, to create task-focused communities and to solve problems collectively. Voluntary, collective problem solving is an intriguing phenomenon wherein disparate individuals work together asynchronously to solve problems together. ARGs also take advantage of the unique features of new media to craft stories that could not be told using other media.
Millions update the state of the game on the way to a common conclusion, in one case to help the Operator regain control of a spaceship and bring her crew back to the future.
Objective
We have limited knowledge on ways to improve oral health-related behaviors for caregivers of minority preschoolers. Our objective was to evaluate the effectiveness of a bilingual educational flipchart.
Methods
We piloted a bilingual flipchart with Korean American caregivers of preschoolers (N=219) and administered pre-/post-intervention surveys. The paired t-test evaluated changes in knowledge and self-efficacy (for all caregivers and stratified by acculturation).
Results
There were significant improvements in knowledge on the bacterial etiology of tooth decay (P=.02), mother-to-child transmission of tooth decay (P=.03), fluoride toothpaste safety (P<.0001), and dental visit frequency (P<.0001). Caregivers' self-efficacy to keep their child's teeth healthy also improved (P<.0001). There were differences in knowledge measures based on caregivers' acculturation.
Conclusions
Bilingual educational materials help improve the oral health-related knowledge and self-efficacy of Korean American caregivers of preschoolers. Larger confirmatory studies are needed and future work should evaluate clinical outcomes associated with improved knowledge and self-efficacy.
In this paper we investigate the exploratory nature of knowledge creation and sharing practice in high‐technology industry. Traditional approaches in knowledge management focus on the storage and retrieval of knowledge, but they do not address the tacit dimension of knowledge process. Using data gathered at three semiconductor manufacturers in Japan and Korea, we examine the social processes by which expert teams cooperate across team boundaries despite differing points of view resulting from increasing team specialization. Three engineering teams are studied: design, process, and process integration. They are responsible for trouble management in the production of dynamic random access memory (DRAM), a class of integrated circuit semiconductor devices. Trouble management is the handling of problems that require exploratory, yet routine problem‐solving practice. The findings suggest that the crucial challenge in achieving effective control of the knowledge management process rests not in strategies for collecting and classifying relevant problem/solution information. Rather, it is in the management of “problematization”, a political process involving the articulation behaviors of different teams of engineers.
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