Knowledge Creation and Virtual Knowledge &lt;i&gt;ba&lt;/i&gt;: A Case Study of Car Dealer in Taiwan

Hsiao, Jenn-Ren

doi:10.3844/ajassp.2017.974.982

Cited by 4 publications

(5 citation statements)

References 23 publications

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“…Meanwhile, according to [10] that the sharing of individual experiences primarily take steps through face-to-face interaction. This represents the stage of socialization.…”

Section: The Effectiveness Of Knowledge Creationmentioning

confidence: 99%

“…According to [10] that the step of externalization in the creation of knowledge, is the space in which knowledge is secretly made explicit and divided through the process of dialogue and collaboration between individuals The Combination contribution of 0.794. Combination is the third stage in the knowledge creation modes of conversion.…”

Section: The Effectiveness Of Knowledge Creationmentioning

confidence: 99%

“…Combination is the third stage in the knowledge creation modes of conversion. According to [10] that a combination of existing and new explicit knowledge, since explicit knowledge is relatively formalized and easily transmitted to a large segment of the population.…”

Section: The Effectiveness Of Knowledge Creationmentioning

confidence: 99%

“…Internalization is the fourth stage in the knowledge creation modes of conversion. According to [10], that context for active and sustainable individual learning and in accordance with the internalization step. Then [7] explains that to create new knowledge in the organization and acquire the required knowledge from the outside.…”

Section: The Effectiveness Of Knowledge Creationmentioning

confidence: 99%

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Knowledge Creation and Innovative Behavior in Industry 4.0

Setiawan¹,

Yuniarsih²

2020

Proceedings of the 3rd Global Conference on Business, Management, and Entrepreneurship (GCBME 2018)

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The lack of innovative employee behavior that is described by the phenomenon of decreasing and increasing performance of PT Perkebunan Nusantara VIII is a problem in company organization. If this problem is not addressed immediately, it will have an impact on the achievement of corporate management objectives, which in turn will affect the performance, productivity, and sustainability of the company. The purpose of research is to analyze about (1) knowledge creation and innovative behavior of employees of PT. Perkebunan Nusantara VIII (2) the influence of knowledge creation on innovative behavior of employees of PT. Perkebunan Nusantara VIII. Respondents in this study are employees of PT. Perkebunan Nusantara VIII. The population in this research is employees of PT Perkebunan Nusantara VIII which amounts to 16.815 people, with the minimum sample size amounted to 364 people.

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“…Meanwhile, according to [10] that the sharing of individual experiences primarily take steps through face-to-face interaction. This represents the stage of socialization.…”

Section: The Effectiveness Of Knowledge Creationmentioning

confidence: 99%

Section: The Effectiveness Of Knowledge Creationmentioning

confidence: 99%

Section: The Effectiveness Of Knowledge Creationmentioning

confidence: 99%

Section: The Effectiveness Of Knowledge Creationmentioning

confidence: 99%

See 2 more Smart Citations

Knowledge Creation and Innovative Behavior in Industry 4.0

Setiawan¹,

Yuniarsih²

2020

Proceedings of the 3rd Global Conference on Business, Management, and Entrepreneurship (GCBME 2018)

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“…This is in line with Parirokh, Daneshgar and Fattahi's (2006) findings, which conclude that interaction among staff and other stakeholders is important for activities such as knowledge creation and overall performance improvement. Thus, under such interactions, knowledge is generated and subsequently supports continuous learning (Hsiao 2017). Training staff in all aspects of work was also discussed by Wilhelm (2016) and Massis (2018), who concurred that training equips librarians with new skills and allows them to work better.…”

Section: Non-financial Reward Culture and Knowledge Creationmentioning

confidence: 99%

Nexus between reward culture and knowledge creation in selected academic libraries in Uganda

Lwanga

Ngulube

2019

SA Journal of Information Management

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Introduction and backgroundThe emergence of the knowledge-based economy dictates that organisations innovate, create, find and combine knowledge into new products and services, and improve distribution methods so as to have a competitive edge over their competitors (Amar & Hlupic 2016;Brem, Maier & Wimschneider 2016;Esternhuizen, Schutte & Du Toit 2012). Academic libraries, just like other organisations, are interested in knowledge management (KM) to boost the efficiency and quality of their processes and services and to increase productivity and create innovative solutions and products for their users (De Bem et al. 2016). The success of academic libraries depends on how well they use staff knowledge to improve services (Marouf 2017). Jantz (2012) succinctly urges librarians to think of and craft services to satisfy the current and future needs of users. This can be partially achieved through engaging staff and using their knowledge to reorganise library processes. The success of an organisation partly depends on its ability to create and use knowledge.Challenges to managing knowledge include an absence of management support, being unclear of motivation frameworks that support knowledge holders and receivers, and an absence of a Background: Knowledge management has become increasingly significant in libraries because of rapid technological changes and the subsequent practices that have become enshrined in the way business is conducted. Knowledge creation as part of knowledge management is key to the sustainable survival of an organisation. The extant literature demonstrates that academic libraries have been engaged in knowledge creation in higher education institutions over the years. A number of studies have been undertaken in the field of knowledge management in Uganda; however, they all focused on knowledge management practices, such as creation, acquisition, documentation, application and sharing without adequately linking them to the reward culture. Consequently, little research has been conducted on the influence of reward culture on knowledge creation in academic libraries in Uganda. This gap in literature reinforces the need to closely examine reward culture in academic libraries in Uganda, as this will improve the understanding of some motivational factors in knowledge creation. Objectives:The purpose of this study was to investigate the connection between knowledge creation and reward culture in an academic library environment in Uganda.Methods: A multi-method research strategy that involved the use of quantitative and qualitative research methods was adopted. Eighty staff members from three libraries participated in the survey, which employed a self-administered questionnaire to collect data. Semi-structured interviews were conducted with three heads of the libraries. Data pertaining to reward culture and knowledge creation were also collected from institutional documents. The data were analysed quantitatively and qualitatively. Results:The major findings of the study are that the non-financial reward...

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Knowledge as a capability to make decisions: Experiences with a virtual support context

Kivijärvi

2024

Knowl Process Manag

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Human decision making is an act or process that is based on explicit or tacit knowledge, and can be supported in a limitless number of ways. Knowledge is a broad and delicate concept, rich in nuance, a concept that has been interpreted, understood, and categorized in different ways. Even if it may be true that “all knowing is personal knowing,” all knowledge is not inevitably personal knowledge. Organizations have a common capability to act (i.e., knowledge capacity or intellectual capital), the lack of which would inevitably prevent organizational action and would lead to unpredictability, disorder and chaos. Hence, the conversion of personal knowledge to organizational usage has become an important and justified stream of research. However, there are serious conceptual barriers to deriving organizational knowledge directly from personal knowledge. Although the term “conversion” is partly misleading, it is used here in the absence of a better alternative to describe a type of knowledge generation process in which one kind of knowledge is used to create another kind of knowledge. In this paper, we define knowledge as the individual or organizational capability to make decisions. We show that the ability to make decisions is determined not only by the personal dimension but also by the social and material dimensions; knowledge is a triangular model that combines these three worlds. In order to explore and manage the resource of knowledge more effectively in organizational contexts, the key question involves how to support and stimulate the deployment of personal knowledge for common usage in organizational decision making. The contributions of this paper are firstly the provision of a theoretical basis for a virtual support context, and secondly a description of an experience with a concrete virtual context that supports and stimulates the conversion of personal knowledge into strategic, organizational decisions. The support system developed here provides a set of virtual conditions that can be used to exercise organizational skills and capabilities for effective decision making.

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Knowledge Creation and Virtual Knowledge <i>ba</i>: A Case Study of Car Dealer in Taiwan

Cited by 4 publications

References 23 publications

Knowledge Creation and Innovative Behavior in Industry 4.0

Knowledge Creation and Innovative Behavior in Industry 4.0

Nexus between reward culture and knowledge creation in selected academic libraries in Uganda

Knowledge as a capability to make decisions: Experiences with a virtual support context

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