Social Facets of Knowledge Creation: The Validation of Knowledge Assets

Abstract

In this study we discussed the construct validity of knowledge asset measurement models by focusing on the adequacy of theoretical content. The importance of an organization's role as a social community in creating knowledge assets has not been adequately addressed in existing organizational knowledge asset measurement models. This social aspect of an organization manifests itself in the knowledge conversion process through which various knowledge inputs are transformed into organizational knowledge assets. We suggested that, from the organizational learning and dynamic capability perspective, the construct of knowledge assets should cover the organization's learning capability, accumulated through social interaction within and outside the organizational boundary. In our proposed model, social capital provides an infrastructure for knowledge creation, and learning capability measured knowledge creation and exchange activities. Indicators of social capital and learning capability are suggested, and implications and limitations of this study are discussed.

The interaction effects of knowledge transfer on knowledge assets and innovative performance relationship

“…Knowledge is one of the main assets in today's highly competitive business environment. Despite the growing body of research in knowledge assets (Amin, Usman, Sohail & Aslam, 2018;Chung & Yoon, 2015;Hasan, Hamzah, Saleh & Kamaluddin, 2019;Lerro, Iacobone, & Schiuma, 2012;Lin, Li, & Wu, 2018), several deficiencies in the literature need to be addressed. Firstly, despite many studies have highlighted the importance of knowledge, yet most scholars recognised it simply as object that resides in the mind of individuals (Nonaka, 1994).…”

Technological capabilities and internationalization of high‐tech ventures: The moderating role of strategic orientations

“…Business opportunities are better recognized by those who possess market knowledge and understanding. Market knowledge is therefore one of the most valuable resources of a firm (Chung & Yoon, 2015; Correa, Bueno, Kato, & Silva, 2019; Martin, Javalgi, & Ciravegna, 2018). Cooper (1994) argues that having a market orientation elevates the success rate of new products.…”

Does the potential for developing new technology lead to successful technology transfer commercialisation? The case of public R&D outputs in Korea

“…This bias leads to a propensity to promote commercialisation of inhouse, over transferred, technology, and ultimately decreases motivation to commercialise transferred technology. Further, in order to turn R&D outputs into commercially successful products, cooperation with other functional organisations such as marketing, production and finance is critical (Galbraith et al, 1991;Chung and Yoon, 2015). However, departmental egotism not only causes departments to pursue their own interests while not seeing the bigger picture, but also hampers organisational cooperation by fostering interdepartmental conflict.…”