A study of the effect of Knowledge Creating Capabilities on corporate performance

Riera, Christian; Senoo, Dai; Iijima, Junichi

doi:10.1504/ijkms.2009.023485

Cited by 14 publications

(8 citation statements)

References 19 publications

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“…Basing on the previous results it¨s possible to establish that in socialization layer, registered with the largest scores between the higuest VI and lowest, reveal a significant gap and consequently a significant imballance (Jordan and Jones, 1997;Riera et al, 2009), suggesting an inadequate conectivity and could indicate a problem, failure or barrier (Wu and Magnier-Watanabe, 2010) in the knowledge dynamic interaction of agricultural agavemezcal production from Oaxaca, Mexico. Related with externalization, combination and internalization layers, the scores show a smaller results between the higuest and lowest and a less significant gap, and therefore, a less significant imbalance alluding a better connection in the dynamic knowledge interaction.…”

Section: Knowledge Dynamic Interaction In Artisan Agave-mezcal Productionsupporting

confidence: 52%

“…The highest responses were summed and divided against total possible percentage (400), this same line was applied in the lowest responses. This statistical protocol allowed to normalize the responses (Vaisrub, 2009), for the detection of imbalances (gaps), comparing the highest against lowest results, following the studies of Jordan and Jones (1997), Riera et al (2009) and Wu and Magnier-Watanabe (2010).…”

Section: Methodsmentioning

confidence: 99%

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Discovering innovation opportunities based on SECI model: reconfiguring knowledge dynamics of the agricultural artisan production of agave-mezcal, using emerging technologies

Torres¹,

Olvera-Vargas²,

Gómez³

et al. 2020

JKM

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Purpose Following the recommendation of the food and agriculture organization of the United Nations in agricultural innovation, for taking advantage of emerging technologies, in benefit of small-farmers, the present study explores one of the most ancient crops in the world that privileging the application of tacit knowledge, to become a succulent plant called agave, into the so-called drink of the gods, the mezcal. For this, the purpose of this study is to discover innovation opportunities and reconfiguring knowledge interaction dynamics of the agricultural artisan production of agave-mezcal from Oaxaca, Mexico, using emerging technologies Design/methodology/approach Following a qualitative-quantitative approach, the study was carried out with 44 mezcal producers from Oaxaca, Mexico, through face-to-face session, questionaries’ application and field visits, based on the model of socialization, externalization, combination and internalization (SECI) through Likert-scale questions, combining the non-parametric statistical analysis and digital compass, for the detection of technological opportunities Findings Basing on artisanal process, context-knowledge place, technological resources and SECIs model results, the opportunities must go in the route of labour in the logic of digital performance. In this sense, becomes relevant to develop an easy-use mobile application for improving the interaction of mezcaleros with external agents and another’s producers., A second proposal is the creation of mezcal-tech-hub, thinking as collaborative space, for promoting the interaction producer-to-producer and producer-to-external agent. Originality/value The value of the present study is the empirical description of knowledge dynamics interaction contained in the agricultural artisan production of agave-mezcal through SECI model; the identification of problems, failure or barriers contained in the knowledge interaction dynamics of the agricultural artisan production agave-mezcal; the proposal of innovation opportunities for reconfiguring the knowledge interaction dynamics of the agricultural artisan production agave-mezcal from a developing economy, using emerging technologies

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Section: Knowledge Dynamic Interaction In Artisan Agave-mezcal Productionsupporting

confidence: 52%

Section: Methodsmentioning

confidence: 99%

Discovering innovation opportunities based on SECI model: reconfiguring knowledge dynamics of the agricultural artisan production of agave-mezcal, using emerging technologies

Torres¹,

Olvera-Vargas²,

Gómez³

et al. 2020

JKM

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“…In the next loop, the SECI process is continued and the organizational knowledge set is spirally increased. The balanced SECI modes are correlated with better financial performance (Riera et al, 2009) and the organization needs to enact KM practices for obtaining a balanced SECI process (Magnier-Watanabe et al, 2011).…”

Section: Research Methodology and Data Samplementioning

confidence: 99%

Knowledge Management and Organizational Culture: An Exploratory Study

Li¹,

Zhang²,

Zhang³

2013

Creative and Knowledge Society

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Purpose of the article Knowledge has been considered as the strategic assets and become the source of competitive advantage in organizations. Knowledge management thus receives the extraordinary attention from the top management. Many organizational factors have influences on knowledge management practices. This paper attempts to explore the empirical relationship between knowledge management and organizational culture in the specific situation of China’s commercial banking industry. Methodology/methods The relationship between knowledge management and organizational culture is quantitatively investigated by surveying bank managers. The scale of SECI modes is used to measure knowledge management process and the scale of Denison Organizational Culture Survey (DOCS) is used to measure organizational culture. We explore the underlying relationship by employing the statistical analyses such as correlation, regression and structural equation modeling. Scientific aim The research aims at testing the relationship between knowledge management and organizational culture, and furthermore if there exist linkages between cultural traits and SECI modes. Findings The results of the empirical study confirm the great and positive effect that organizational culture has on knowledge management. Different cultural traits contribute to different SECI modes. Conclusions For obtaining successful knowledge management practices in organizations, it is better to concern about the relationship between knowledge management and organizational culture. The limitation in the paper is the sampling size, which will be solved by an industry-wide survey in our future research.

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“…Recent empirical studies have shown that there are various styles of managing this organizational knowledge creation process, and that although not all KM styles equally impact performance (Lee & Choi, 2003;Chuang, 2004), both explicit and tacit knowledge should be managed simultaneously toward achieving greater results (Jordan & Jones, 1997). In a survey of Japanese small and medium manufacturing enterprises, Riera et al (2009) have found that a balance of SECI modes correlated with higher levels of financial performance.…”

Section: Knowledge Managementmentioning

confidence: 99%

A study of knowledge management enablers across countries

Magnier‐Watanabe

Benton

Senoo

2011

Knowledge Management Research & Practice

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Knowledge has been long cited as a strategic asset and a source of competitive advantage for organizations. However, the creation of knowledge is a complex process that is influenced by several factors beyond the typical practice of knowledge management (KM). In this research, we assess the effects of leadership, Ba (shared context in motion), organizational culture, organizational control, and work style on KM defined in terms of the SECI process of socialization, externalization, combination, and internalization. On the basis of data gathered from a questionnaire survey of a Japanese pharmaceutical company and its subsidiaries in the United States, France, and China, we compare how the aforementioned organizational factors influence the processes of KM in these organizations. The results show that organizational factors affect KM practices differently in each of the targeted countries, and suggest that KM activities need to be tailored to the organizational idiosyncrasies of each local office, without betraying the global vision of the corporation.

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A study of the effect of Knowledge Creating Capabilities on corporate performance

Cited by 14 publications

References 19 publications

Discovering innovation opportunities based on SECI model: reconfiguring knowledge dynamics of the agricultural artisan production of agave-mezcal, using emerging technologies

Discovering innovation opportunities based on SECI model: reconfiguring knowledge dynamics of the agricultural artisan production of agave-mezcal, using emerging technologies

Knowledge Management and Organizational Culture: An Exploratory Study

A study of knowledge management enablers across countries

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