Strategic knowledge management in a digital environment: Tacit and explicit knowledge in Fab Labs

Maravilhas, Sérgio; Martins, Joberto S. B.

doi:10.1016/j.jbusres.2018.01.061

Cited by 115 publications

(72 citation statements)

References 3 publications

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“…Conversely, literature demonstrates that OL has led to increased organizational performance (Arumugam et al, 2015;Crossan et al, 1999;Garcia-Morales, Jiménez-Barrionuevo, & Gutiérrez-Gutiérrez., 2012;Kumaraswamy & Chitale, 2012;Lee & Lee, 2014). Also, researchers have found that workplace learning technology, including knowledge management platforms, can support OL processes (Chen & Chen, 2010;Maravilhas & Martins, 2018;Yazdi & Haddadi, 2018). However, specific research into the insurance and IT sectors is limited on the topics of OL or MOOCs (Berends & Lammers, 2010;Egloffstein & Ifenthaler, 2017;Hu, Found, Williams, & Mason, 2014;Schulze et al, 2013).…”

Section: Problem Statementmentioning

confidence: 99%

“…Also, the IT organization is continually adapting to environmental and industry changes, creating a need for quickly learning as an organizational unit (Annosi et al, 2016;Annosi et al, 2018;Gandomani & Nafchi, 2016). Finally, the implementation of a MOOC platform for knowledge management and sharing connects learners and information through digital and social interactions (Egloffstein & Ifenthaler, 2017;Maravilhas & Martins, 2018), but could be hindered by legacy politics from the organizational levels that exist in the research site (Berends & Lammers, 2010).…”

Section: Rationale For Olmentioning

confidence: 99%

“…Knowledge management platforms. Knowledge management platforms are digital networks where information and materials can be stored, organized, maintained, and distributed across an organization (Maravilhas & Martins, 2018). The platforms use technology for the strategic management of organizational knowledge (Maravilhas & Martins, 2018).…”

Section: Lean Toyota's Taiichi Ohno Established Lean As a Managementmentioning

confidence: 99%

“…For example, many organizations use informal communities of practice and other collaborative technologies supported by internal social networks (Schneckenberg et al, 2015), while others seek more formal options such as curated online courses with built-in social features (Joo et al, 2018). The common denominator among knowledge management technology is the importance of a constructivist ability to create shared meaning across an organization or network (Chen & Chen, 2010;Easterby-Smith & Prieto, 2008;Joo et al, 2018;Maravilhas & Martins, 2018;Schneckenberg et al, 2015).…”

Section: Knowledge Management Platformsmentioning

confidence: 99%

“…Some literature confirms knowledge management platforms are being used in both the IT and insurance industries in support of OL (Chen & Chen, 2010;Yazdi & Haddadi, 2018). To start, Chen and Chen (2010) Overall, the literature demonstrates knowledge management platforms facilitate OL (Crossan et al, 2011;Easterby-Smith & Prieto, 2008;Maravilhas & Martins, 2018) and while there are many types of knowledge management platforms, they are frequently seen to contribute to generating shared meaning and language in organizational culture (Chen & Chen, 2010;Easterby-Smith & Prieto, 2008;Joo et al, 2018;Maravilhas & Martins, 2018;Schneckenberg et al, 2015). Finally, findings from the IT and insurance industries demonstrate knowledge management is a tactical instrument for managers confronted with change (Chen & Chen, 2010) and is most successful when its infrastructure is dependable and managers encourage its adoption and use (Yazdi & Haddadi, 2018).…”

Section: Knowledge Management Platforms and Link To Olmentioning

confidence: 99%

See 4 more Smart Citations

Adapting to the agile workplace : a descriptive case study on the role of corporate MOOCs in organizational learning processes

Nichols¹

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Constant change is driving organizations to strategically manage their workforce through organizational learning (OL) processes (Crossan, Lane, & White, 1999). In response, corporations are implementing massive open online courses (MOOCs), which are a type of knowledge management system that can unite geographically dispersed workers through learning engagements (Egloffstein & Ifenthaler, 2017; Milligan & Littlejohn, 2014; Radford et al., 2014). However, it is unknown how MOOCs, as a type of informal learning, support organizational learning within a global insurance company's Information Technology (IT) department. The purpose of this research study was to understand how organizational learning is supported through employee participation in massive open online courses within a global insurance company's IT department during a period of agile transformation. The research was a qualitative descriptive case study. The results found that while MOOCs supported some OL processes, the work environment presented barriers that limited a complete OL system for the workforce. In addition, the MOOC platform supported both exploration and exploitation but not necessarily strategic renewal.

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Section: Problem Statementmentioning

confidence: 99%

Section: Rationale For Olmentioning

confidence: 99%

Section: Lean Toyota's Taiichi Ohno Established Lean As a Managementmentioning

confidence: 99%

Section: Knowledge Management Platformsmentioning

confidence: 99%

Section: Knowledge Management Platforms and Link To Olmentioning

confidence: 99%

See 3 more Smart Citations

Adapting to the agile workplace : a descriptive case study on the role of corporate MOOCs in organizational learning processes

Nichols¹

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Success Stories of the Digital Manufacturing Laboratories inSARS‐CoV‐2 Pandemic

Chaari¹,

Aljaberi²,

AL‐Rahimi³

et al. 2022

Nanotechnology‐Based Additive Manufacturing

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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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Strategic knowledge management in a digital environment: Tacit and explicit knowledge in Fab Labs

Cited by 115 publications

References 3 publications

Adapting to the agile workplace : a descriptive case study on the role of corporate MOOCs in organizational learning processes

Adapting to the agile workplace : a descriptive case study on the role of corporate MOOCs in organizational learning processes

Success Stories of the Digital Manufacturing Laboratories inSARS‐CoV‐2 Pandemic

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

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