Knowledge strategy in organizations: refining the model of Hansen, Nohria and Tierney

Scheepers, Rens; Venkitachalam, Krishna; Gibbs, Martin

doi:10.1016/j.jsis.2004.08.003

Cited by 101 publications

(97 citation statements)

References 23 publications

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“…Focusing on the link between information technology and knowledge management, there are basically two knowledge management strategies: the codification strategy ('people-to-documents') and the personalization strategy ('person-toperson') (Brink 2003;Hansen et al 1999;Scheepers, Venkitachalam, & Gibbs 2004). The role of information technology slightly differs between the two strategies.…”

Section: Technological Dimensionmentioning

confidence: 99%

Reducing Unwarranted Disparities: The Challenge of Managing Knowledge Sharing between Judges

Taal¹,

Langbroek²,

Velde

2014

IJCA

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Abstract:In their role as decision-makers, judges face the challenge of the law failing to provide clear answers to concrete cases. This may result in dissimilar decisions and outcomes in similar cases. In order to reduce unwarranted disparities, judges should participate in knowledge exchanges on a regular basis. That way, they can benefit from each other's expertise, insights and experiences and make better informed decisions. In order to manage this process in the court more effectively, a better understanding of the knowledge sharing behavior of judges is required. In this article, we will discuss how four dimensions (the technological, managerial, social and motivational dimension) can influence the knowledge sharing behavior of judges. Based on this discussion, a research model is proposed.

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Section: Technological Dimensionmentioning

confidence: 99%

Reducing Unwarranted Disparities: The Challenge of Managing Knowledge Sharing between Judges

Taal¹,

Langbroek²,

Velde

2014

IJCA

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“…Стратегия персонализации знаний основывается на меж-личностных взаимодействиях сотрудников в целях создания и обмена знаниями, чаще всего имеющими неявную форму. Организации, использующие эту страте-гию, ориентируются на развитие и укрепление социальных связей, в рамках кото-рых сотрудники обмениваются опытом и развивают свои профессиональные и экс-пертные компетенции [Scheepers, Venkitachalam, Gibbs, 2004;Kumar, Ganesh, 2011]. Стратегия кодификации, напротив, приводит к отчуждению знаний от индивидов, их накопление и хранение в электронных базах данных.…”

Section: взаимодействие стратегий управления знаниями и стратегий упрunclassified

“…1. Хранение знаний С о с т а в л е н о п о: [Hansen, Nohria, Tierney, 1999;Choi, Lee, 2003;Scheepers, Venkitachalam, Gibbs, 2004;Greiner, Böhmann, Krcmar, 2007;Storey, Hull, 2010;Bettiol, Di Maria, Grandinetti, 2011;De Toni, Nonino, Pivetta, 2011;Kumar, Ganesh, 2011;Powell, Ambrosini, 2012;Kim et al, 2014;Merat, Bo, 2013;Cohen, Olsen, 2015;Mangiarotti, Mention, 2015;Venkitachalam, Willmott, 2015;Obeidat et al, 2016].…”

Section: взаимодействие стратегий управления знаниями и стратегий упрmentioning

confidence: 99%

“…В других исследованиях вы-воды М. Хансена и его коллег были оспорены (см., напр. : [Choi, Lee, 2003;Scheepers, Venkitachalam, Gibbs, 2004;Powell, Ambrosini, 2012;Kumar, Ganesh, 2011]). Так, в [Choi, Lee, 2003] приводятся доказательства превосходства «динамической» стра-тегии управления знаниями, предполагающей равный акцент на кодификации и персонализации.…”

Section: взаимодействие стратегий управления знаниями и стратегий упрunclassified

See 1 more Smart Citation

The Integration of Strategic Resources of a Company in the Context of the New Economy: A Conceptual Model

Sokolov¹,

Zavyalova²

2018

Vestnik SPbSU. Management

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ИНТЕГРАЦИЯ СТРАТЕГИЧЕСКИХ РЕСУРСОВ ОРГАНИЗАЦИИ В УСЛОВИЯХ НОВОЙ ЭКОНОМИКИ: КОНЦЕПТУАЛЬНАЯ МОДЕЛЬСанкт-Петербургский государственный университет, Российская Федерация, 199034, Санкт-Петербург, Университетская наб., 7/9 В условиях новой экономики компании сталкиваются с необходимостью эффектив-ного управления сотрудниками и организационными знаниями как важнейшими стра-тегическими ресурсами. В статье с позиций ресурсной концепции рассматриваются три типа стратегических ресурсов фирмы: система управления человеческими ресурсами, человеческий капитал и знания. Несмотря на наличие между ними тесной взаимосвязи, их предшествующая концептуализация осуществлялась преимущественно в рамках от-дельных исследовательских направлений. Проведенный анализ позволил выявить клю-чевые векторы взаимосвязи между этими типами ресурсов и оценить их роль при раз-личных стратегиях управления знаниями и человеческими ресурсами. Результаты ана-лиза легли в основу дискуссии о комплементарности различных стратегий управления знаниями и стратегий управления человеческими ресурсами.Ключевые слова: ресурсная концепция фирмы, управление человеческими ресурса-ми, управление знаниями, человеческий капитал, новая экономика. THE INTEGRATION OF STRATEGIC RESOURCES OF A COMPANY IN THE CONTEXT OF THE NEW ECONOMY: A CONCEPTUAL MODEL D. N. Sokolov, E. K. ZavyalovaSt. Petersburg State University, 7/9, Universitetskaya nab., St. Petersburg, 199034, Russian Federation Based on the resource-based view of the fi rm, the paper introduces the conceptual analysis of the interrelationships between the key internal strategic resources of a fi rm: human resource management systems, human capital and knowledge. Th e considered resources were mainly analyzed by the previous research within the separate disciplinary domains and therefore may benefi t from cross-domain integration. We build the conceptual scheme of interrelationships between strategic resources and discuss how these interrelationships may vary under diff erent knowledge management (codifi cation/personalization) and human resource management (control/commitment) strategies. Based on the analysis, we introduce four diff erent confi gurations of strategies: "codifi cation -control", "personalization -commitment", "codifi cation -commitment", and "personalization -control" and anticipate potential benefi ts of complementary confi gurations. Th e contribution of the study to the scholarship is in the conceptual explanation of the previous research fi ndings on positive eff ects of complementary strategies and negative

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“…The most important aspect of personalization strategy is the relations between employees who share their tacit knowledge with others in order to create the most appropriate solution of emerging problems. The role of IT is completely different here as it is used to identify experts in a particular field of knowledge who are able to help with the analyzed situation Venkitachalam, Scheepers, & Gibbs, 2004). These strategies are complementary and choosing one does not exclude another, but managers should decide on one dominant strategy and incorporate it with the second one in an 80/20 proportion.…”

Section: Organizational Culture-support or Barrier For Diffusion Of Kmentioning

confidence: 99%

Diffusion of Knowledge in Organization From Cultural and Network Perspective

Marek

Grzesiuk

2015

CBUP

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Diffusion of knowledge is recognized as one of the key factors that determines organizational success in the knowledge-based economy. The research problem concerns the way social networks and organizational culture may influence knowledge sharing among the agents in general. This article presents the review and critical analysis of literature on the diffusion of knowledge from network and cultural perspective. The results of the research show that both social networks and organizational culture might support the flow of knowledge in different ways. The quality and quantity of organizational knowledge depend on different ties between employees, organizational departments, and between an organization and its environment. The conditions for diffusion of knowledge are provided by the knowledge culture, which differs depending on choosing codification or personalization as leading strategy of knowledge management, as well as on set of key organizational values. JEL Classification Numbers: D8, L14, M14, DOI: http://dx

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Knowledge strategy in organizations: refining the model of Hansen, Nohria and Tierney

Cited by 101 publications

References 23 publications

Reducing Unwarranted Disparities: The Challenge of Managing Knowledge Sharing between Judges

Reducing Unwarranted Disparities: The Challenge of Managing Knowledge Sharing between Judges

The Integration of Strategic Resources of a Company in the Context of the New Economy: A Conceptual Model

Diffusion of Knowledge in Organization From Cultural and Network Perspective

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