The knowledge chain

Spinello, Richard A.

doi:10.1016/s0007-6813(98)90017-9

Cited by 33 publications

(14 citation statements)

References 1 publication

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“…For regarding attitude toward a given behavior, behavioral beliefs describe subjective probability that the behavior in question would result in a particular outcome, and evaluations describe the implicit valuation or payoff that an individual associates with the outcome. [32] claims "organizational learning and knowledge sharing are intimately connected (p. 189)". The knowing process is composed of sharing, thinking and learning components that have a reciprocity relationship.…”

Section: Knowledge Managementmentioning

confidence: 99%

Knowledge Sharing Intentions among IT Professionals in India

Joseph

Jacob²

2011

Information Intelligence, Systems, Technology and Management

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Abstract. In today's knowledge-based economy, an organization's ability to strategically leverage knowledge has become a crucial factor for global competitiveness. Knowledge is considered an important source of establishing and maintaining competitive advantage. Specifically, knowledge sharing and resultant knowledge creation are crucial for organizations to gain and sustain competitiveness. The aim of this study is to develop an understanding of the factors supporting or inhibiting individuals' knowledge-sharing intentions. Theory of Reasoned Action is employed and augmented with extrinsic motivators, social-psychological forces and organizational climate factors that are believed to influence individuals' knowledge sharing intentions. The study proved that organizational climates and social-psychological factors have a positive effect on the intension for knowledge sharing. Additionally it was found that the attitude towards knowledge sharing and subjective norm affects individual's intension to share knowledge. Contrary to the common belief, it was found that anticipated extrinsic rewards exert a negative effect on individuals' knowledge-sharing attitudes.

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Section: Knowledge Managementmentioning

confidence: 99%

Knowledge Sharing Intentions among IT Professionals in India

Joseph

Jacob²

2011

Information Intelligence, Systems, Technology and Management

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“…Organizational responsiveness occurs through distinct stages of knowledge and responsive action that flow to form a knowledge chain (Spinello, 1998). The two basic components of the knowledge chain consist of awareness and responsiveness; companies must not only have information and knowledge but also the capacity and willingness to act.…”

Section: Organizational Absorptive Capacity and Organizational Responmentioning

confidence: 99%

“…The key to this difference involves not just the quality and quantity of information and knowledge that companies acquire and assimilate but, above all, the velocity with which they can move through the cycle (McKenna, 1995). Any weak link in this intangible chain will have a disruptive effect on the whole process (Spinello, 1998).…”

Section: Organizational Absorptive Capacity and Organizational Responmentioning

confidence: 99%

Organizational Absorptive Capacity and Responsiveness: An Empirical Investigation of Growth–Oriented SMEs

Liao

Welsch²,

Stoica³

2003

Entrepreneurship Theory and Practice

394

295

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This study examines the relationship between firm absorptive capacity and organizational responsiveness in the context of growth-oriented small and medium-sized enterprises (SMEs). By testing the different dimensions of absorptive capacity, external knowledge acquisition and intrafirm knowledge dissemination were found to be positively related to organizational responsiveness. In addition, the relationships between absorptive capacity and organizational responsiveness were moderated by environmental dynamism and the SMEs' strategic orientation. Results demonstrate that the responsiveness of growth-oriented SMEs is expected to increase if (1) they have well-developed capabilities in external knowledge acquisition and intrafirm knowledge dissemination; (2) they have a well-developed external knowledge acquisition capability and adopt a more proactive strategy, such as being a prospector; (3) they face a turbulent environment and have a well developed internal knowledge dissemination capability. Implications and future research directions are provided.

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“…It refers to the understanding and self-awareness that an organization has with respect to its knowledge resources and their limita--tions. 15 Internal knowledge is especially important because it is unique, specific to the organization, tacit and therefore difficult to reproduce by knowledge holders located outside the organization. On the other hand, external knowledge acquisition refers to a capability for ex--ternal awareness, more specifically to the capacity for identifying and acquiring knowledge from external sources and making it suitable for subsequent use by the organization.…”

Section: Knowledge Mapping and Acquisitionmentioning

confidence: 99%

The knowledge-value chain: a conceptual framework for knowledge translation in health

Landry¹

2006

Bull World Health Organ

155

122

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This article briefly discusses knowledge translation and lists the problems associated with it. Then it uses knowledgemanagement literature to develop and propose a knowledge-value chain framework in order to provide an integrated conceptual model of knowledge management and application in public health organizations. The knowledge-value chain is a non-linear concept and is based on the management of five dyadic capabilities: mapping and acquisition, creation and destruction, integration and sharing/transfer, replication and protection, and performance and innovation. Voir page 601 le résumé en français. En la página 601 figura un resumen en español.

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The knowledge chain

Cited by 33 publications

References 1 publication

Knowledge Sharing Intentions among IT Professionals in India

Knowledge Sharing Intentions among IT Professionals in India

Organizational Absorptive Capacity and Responsiveness: An Empirical Investigation of Growth–Oriented SMEs

The knowledge-value chain: a conceptual framework for knowledge translation in health

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