Purpose
This paper aims to show that systems intelligence (SI) can be a useful perspective in knowledge management, particularly in the context of the socialization, externalization, combination and internalization (SECI) model. SI is a recently developed systemic concept, a certain kind of human intelligence based on a systems thinking perspective.
Design/methodology/approach
This paper first provides an overview of the related literature, and then conceptually discusses the role of SI in organizational knowledge creations.
Findings
SI can work as a powerful momentum in each stage as well as the whole process of SECI.
Originality/value
This paper is the first application of SI to the field of knowledge management. It provides us with a new perspective to touch human factors in knowledge management processes, which are considered to be essential in the SECI model.
A new solution concept for hypergames called subjective rationalizability is proposed. Hypergame theory is a game theoretical framework that deals with agents who may misperceive game structures and explicitly takes into account hierarchy of perceptions, that is, an agent’s view about another agent’s view and so on. An action of an agent is called subjectively rationalizable when the agent thinks it can be a best response to the other’s choices, each of which the agent thinks each agent thinks is a best response to the other’s choices, and so on. Then it is proved that subjective rationalizability is equivalent to the standard notion of rationalizability under a condition called inside common knowledge. The result makes the new solution concept a practical tool in hypergame analyses. Theoretically, it is characterized as such a concept that provides the precise implication, that is, predicted outcomes, of a given hypergame structure.
In recent years, technology firms have been facing a highly competitive environment on a global scale. The firms are accelerating to establish R&D sites abroad in order to access global knowledge resources. In this context, global R&D projects have become more complex and R&D bridge managers (BMs), who facilitate global research collaboration, play a pivotal role here. This study aims to investigate the difficulties that BMs are facing and to explore the roles of BMs in global R&D projects. We interviewed nine BMs who have facilitated global R&D projects and propose a model depicting four common and critical difficulties present in facilitating research collaboration between teams in the home country and foreign R&D teams. The unique contribution of this paper focuses on the individual managerial level, while most previous studies on global R&D mainly focused on an organizational level.
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