Knowledge Management Knowledge Creation in Organization

companionship Management friendship Creation in OrganizationIn the present age, experience charge (KM) is playing increasingly important role in twain(prenominal) in the public eye(predicate) and private lay outs. However, in that respect are many governances did non realize the greatness of KM. This value asset commode contri merelye close of scholarship organizations in achieving their vexation aims and goals. To compete effectively in this twenty first century, organizations wishing to be aware on the environment changes indoors the organization and they unavoidably to be the one that bring ons cultivation and companionship. In govern to turn over this, both top counsel and financial support staff must be nimble secernate players in creating cognition. Creating intimacy is not the matter of learning from others or obtaining association from outside but intimacy must be create on its own with communication and interaction among people in the orga nization. Moreover, intimacy launching is part of association focussing that is seen as fondness to the supremacyful of organizations where KM tasks involved in capturing the creativity, sharing and utilization of companionship as well as professional that provides with war-ridden edge. This article is critically emphasizes on companionship guidance and fellowship installation with SECI rulel, Ba plan and case study in regard to organizational adaption, survival and competence. describewords noesis, experience management, noesis creation, SECI directionl Ba construct, competitive edge, tacit and definite noesisIntroduction intimacy is now seems to be the significant to organization success where organization able to secure its competitive advantage and competent to achieve sustainable superior performance. As pointed out in Migliarese and Verteramo (2005) article ground on Alvesson (1995), Drucker (1988) Nonaka and Takeuchi (1995), Prusak (1997), many authors agreed that this competitive advantage relies on the big headacheman to create brisk cognition, to spread it through with(predicate)out the organization and excessively to put forward that association in products, services and systems. association creation also should be important part in any business strategy as this has agreed by many executives (Migliarese and Verteramo 2005). While organizational capability to create have sexledge is the most important source of organization to sustain its competitive advantage (Junnakar, 1997 Nonaka et al., 2000 Parent et al., 2000). While organizational friendship creation, imply to be understood as a appendage that organizationally increases by singles and drives it as a part of the familiarity communicate of the organization (Nonaka and Takeuchi, 1995). Tacit and perspicuous association are another crucial component that involved in the creating of knowledge. Tacit knowledge is important in creating knowledge in organizati on where logically this knowledge is created single by individuals. Nowadays, engineering is crucial element that contributes to the creating of knowledge however, knowledge management is not a engine room. Technology is only a platform that enabled the activities of creation and people is the one who produce the knowledge. experience Management ConceptThere are numerous of knowledge management sentiment has been defined by mingled researchers and practitioners and there is no terminal point to defined it. The concept of knowledge management in todays globalization demesne has brought to widen aspect, where it applies base on the circumstances of trustworthy locate, time as well as shoes. According to Awad and Ghaziri (2001) in their book of noesis Management, viewed the knowledge management concept as a new interdisciplinary business model that has knowledge inside the framework of an organization as its focus. cognition management is not only emphasizes on specific or bital cavity of present but it also covers all aspect of life comprising business, economic, psychology and nurture management. Becerra-Fernandez et al. (2004) sacrifice defined knowledge management as doing what is needed to sign on the most out of knowledge resources. found on Awad and Ghaziri (2001) as depicted from Malhotra (1999) stated that knowledge management provides to the serious issues of organizational adaption, survival and competence in the aspect of progressively discontinuous environmental. Basically, it represents organizational processes that seek interactive combination of data and information processing capacity of information technology and the creative and innovative capacity of human beings.In addition, knowledge management is seen as a repository where the composed of facts and information that can be stored, retrieved and transferred in order to run the business organization effectively. Besides, knowledge management also is more than than getting t he right information to the right individual at the right time. In upon of views by Nonaka and Takeuchi (1995), people do not only receive new knowledge passively but they interpret the knowledge actively in order to fit with their own line and perspectives. Further, knowledge management attends people to serving and put information in action in order to achieve the organization goals. However, Bodhanya (2008) argued that knowledge management cannot be considered as important for organizational success in the coeval world because this may only be the case under certain conditions. noesis management is really almost the relationships amidst people, process and technology in overlapping parts ( control 1). In order to manage knowledge, organization must first list its people, systems and decisions as well. Even though there are still have yet to agree the definition on knowledge management from researchers and practitioners (Awad and Ghaziri, 2001), all(prenominal) definition o f knowledge management should embarrass the above three important elements as these elements enable the organization to nonplus itself and has positive impact on business processes.KnowledgeK meet 1 Overlapping human, organizational and technological operators of KM tooth root Awad, E.M. Ghaziri, H. M. Knowledge Management. International ed. Upper Saddle River, late Jersey Prentice Hall, 2004Knowledge CreationSabel (1994) as cited by Diego Puga and Daniel Trefler (2002) pointed out that knowledge creation is about shifting products and processes in theoretically ways of unpredictable. While as Soo, Divenney and Midgley (1999) have stated that knowledge creation is broadly cognise to be strategically essential for both organizational learning and innovation. In a divers(prenominal) views, Nonaka and Takeuchi (1995) express knowledge creation is fundamentally depends on the mobilization and reincarnation of tacit knowledge. In the other grant, knowledge can be created throug h the process of tacit knowledge transfer as well as the variety of tacit knowledge to denotive knowledge. In addition, Choi and Lee (2002) referred to the views of Bloodgood and Salibury (2001) and Bohn (1994) said that, the continuous process that involves individuals and sort of people within the organization and surrounded by organization share tacit and denotive knowledge is also cognize as knowledge creation. While for Ratcheva (2003) new knowledge creation is collectively constructed and embedded in the organising practices of virtual teams activities.As written by Balestrin, Vargas and Fayard (2008) in their articles that taken from Nonaka and Takeuchi (1995), knowledge creation is considered as a process of knowledge conversion. Knowledge conversion is the interaction in the midst of tacit and intelligible knowledge in the innovative of human beings activities where they are not isolated entities but complimentary entities. Nonaka and Takeuchi (1995) have introduce d a model of knowledge creation known as SECI model that involved socializing, externalization, combination and internalization. SECI process leave be function effectively with the support of right context (Balestrin, Vargas and Fayard 2008) that covers the aspect of time, space and relationship between people in the organization.However, for Awad and Ghaziri (2001), the knowledge creation is colligate to the updated knowledge which is based on the experiences in a certain job area and utilizes the new knowledge in combination with initial knowledge in order to update the knowledge for the purpose of knowledge sharing. In diverse point of views by Lehaney et al. (2004), knowledge creation is a discover factor in competitiveness in a service prudence where the creation of new ideas, new methods to market the existing products, upgraded old products and bell ringer new products are all based on idea.Two Dimensions of Knowledge CreationAccording to Daud et al. (2008), knowledg e creation has two dimensions, which are epistemological and ontological. The epistemological knowledge creation dimension comprises of both tacit and pellucid knowledge. As mentioned in the book of The Knowledge Creating Company by Nonaka and Takeuchi (1995), tacit knowledge is personal where it is difficult to bollockize and communicate as it essentially in peoples mind much(prenominal) as ideas and thought while explicit knowledge is a knowledge that is transmittable in formal with doctrinal language. However Daud et al. (2008) defined explicit knowledge as a knowledge that is described in symbols such as mathematical formula and statements. The interaction between tacit and explicit knowledge is presented in the Nonaka and Takeuchi SECI model. This model is basically shows the relationship between tacit and explicit knowledge with polar modes of knowledge conversion in order to develop important information and knowledge as for the business purposes.In ontological knowled ge creation dimension, it emphasizes more on the diametrical level of knowledge creating entities which involves individual, group, organization and inter-organization (Daud et al., 2008). The concept of ontological dimension can be portrayed that it is impossible to create knowledge without a people where knowledge only can be created by them. Organization also need to have a clear fellow feeling towards the created knowledge and should constitute it as a part of knowledge vane of the organization.Knowledge Creation and Four Modes of Knowledge ConversionBased on the assumption that knowledge is created through the collaboration between tacit and explicit knowledge made by Nonaka and Takeuchi (1995), allows them to produce model of SECI modes. These four different modes were presented in the simple square box ( intention 2) and the conversion of knowledge consists of socialization (tacit knowledge to tacit knowledge), externalization (tacit knowledge to explicit knowledge), combin ation (explicit knowledge to explicit knowledge) and internalization (explicit knowledge to tacit knowledge).In socialization modes, knowledge is created through the interaction between people and mental models or knowledge sharing among team members in the organizations such as team meetings and discussion. As stated by Nonaka and Takeuchi (1995), individual can acquire tacit knowledge without language. While the concept of combination modes refer to the process of socialization where it merges different type of explicit knowledge that is produced by individual. This mode will be take place when individuals exchange and merge knowledge such as through meetings and phone conversation. According to Nonaka and Takeuchi (1995), the reconfiguring of existing information through the sorting, adding, recategorizing and recontextualizing of explicit knowledge can incite in the business of new knowledge.another(prenominal) two modes is the knowledge conversion process of both tacit to exp licit communication also referred to as externalization and internalization modes. Externalization mode is very(prenominal) important in articulating among team through dialogue such as formal meeting and brainstorming. The process helps the team members to articulate the hidden tacit knowledge. This mode is different with internalization mode where it related to learning by doing such as a report and deducing ideas or fetching constructive action.SocializationExternalizationCombinationInternalizationTacit KnowledgeTacit KnowledgeExplicit KnowledgeExplicit KnowledgeFigure 2 Conversion of knowledge between tacit and explicit formsSource Nonaka and Takeuchi (1995)Principally, in order to ensure the SECI process runs effectively, Balestrin et al., (2008) said a proper context is required. This proper context referred to the concept of ba that developed by Nonaka and Konno (1998). The ba concept is originally created by Kitaro Nishida (Nonaka and Konno, 1998) which means multi conte xt place (Kivijarvi, 2008). According to Nonaka, Toyama and Konno (2001, p. 22) ba can be defined as a shared context in which knowledge is shared, created and utilize. Each ba in ba concept supports a particular mode of knowledge conversion in the SECI process (Nonaka and Konno, 1998 Balestrin et al., 2008) as represented in Figure 2. This paper of ba concept will be explained further in the future(a) topic.Knowledge Creation and the Characteristic of the Four Types of BaAccording to Nonaka and Konno (1998), ba concept consists of four types of elements namely originating ba, interacting ba, cyber ba and exercising ba. While, Nonaka et al., (2002) have reason it with different name of ba, there are originating ba, dialoguing ba, systemitizing ba and exercising ba. However, both opinions have similar concept. Each ba supports a particular mode of SECI model (Nonaka and Konno, 1998 Nonaka et al., 2002) and this lead to increase the speed of knowledge creation within the organizati on (Nonaka and Konno, 1998). For hindquarters and Cook (2001), it is very important to understand the characteristics of ba with the relationship of knowledge creation modes (SECI modes) to enhance organizational knowledge. Within a given perspective, this article will be followed the terms created by Nonaka et al. (2002).CUsersIJAPictures2.jpgFigure 3 Types of BaSource Nonaka, Toyama and Konno (2002) taken from Balestrin et al. (2008)Originating ba is the send-off of the process of knowledge creation where it involves socialization mode (SECI model). Originating ba is the office staff where individuals share their feelings, emotions, experiences and mental models. This can be achieved through the face to face interaction such as social gatherings and informal meetings (Trips and visits). Dialoguing ba is the irregular phase of ba concept where it refers to the land site where dialogue is a key to the conversion between people. This ba supports the conversion and articulation o f tacit knowledge into a more external form. This means, individuals share their experiences and abilities, and finally transform it into vulgar terms and concepts. While systematizing ba is the situation where it offers a context that immingle explicit knowledge with the existing knowledge in the organization. For exercising ba, it allows the knowledge that has been socialized, externalized and systematized to be interpreted again or in the other hand it offers a context for the internalization of the knowledge again.Ba concept can be applied in the organization where it will guide an assist organization in analysing valuable basis for knowledge creation. As mentioned by Nonaka and Konnon (1998) awareness of different categories of ba can enable successful support of knowledge creation.Case Studies Knowledge Creation in OrganizationThis class will be presented one case studies about knowledge creation in the organization with the adaption of ba concept.Knowledge creation within the AGIVEST meshingAssociation of Rio Grande do Sul (AGIVEST) is a clothing industry that is located in southern Brazil. Based on the case study do in this small planetary house network, it was found out that majority knowledge is created from the information and knowledge sharing through the interaction between people in the organization. And this knowledge sharing occurs informally between the businessmen. Besides, several spaces in which this factor takes place in the network were identified. It was discovered that the effective process of knowledge creation in the AGIVEST that supported by the different types of ba concept lead to the creation of valuable knowledge assets in order to develop value and competitive differential for the organization. Various types of ba were identified and each type of ba identified works as different situation that promotes an effective platform as to make knowledge creation easier between the network firms.Based on the findings, there are 7 (s even) types of ba have been identified which consist of meetings at firms, assemblies, social gatherings, trips and visits to fairs, courses and lectures, strategic readying and electronic space. All the types of ba have been categorized according to single ba as represented in Figure 4 below.As can be seen in the Figure 4, visits to factories, trips and visits to fairs and social gatherings and informal meetings were group under originating ba. As discussed above originating ba is a platform for individual to socialize with others through face to face interaction which they can share their feelings as well as experiences. In AGIVEST, the visits by businessmen between network industries assist them to identify enhancements of their business in the aspect of production processes, technologies and other production concepts. Through the visits and social gatherings also help them to establish the relationship between industries and increase the trustworthiness among networks. In fac t, AGIVEST businessmen obtained chances to know the other experiences and cooperate together on the trends and challenges as well.CUsersIJAPictures1.jpgFigure 3 Types of Ba in the AGIVESTSource Balestrin et al. (2008)While in dialoguing ba, assist AGIVEST in to develop a good strategy in order to ensure their business stay competitive with others. It also helps in structuring their trounce network strategy planning as it were participated by all network businessmen. Through formal assemblies, they can take an action based on the planning that has been structured at collective decision making process in order to achieve its business goals and objectives.Electronic communication and courses and lectures occur under the systematizing ba. This stage helps the businessmen to share their knowledge that has been received from the preliminary stage of ba. As stated by Henderson and Sussman (1997), computer mediated communication may lead to the development quality knowledge creation throu gh forum, and sharing beliefs, in order to confirming consensual interpretation and allowing view of new ideas. However, limitation on it ensued in AGIVEST due to the systematization resources for knowledge was fragile and deficient, mainly in the aspect of non-existence of use of IT system. Finally, exercising ba was taken place as to produce new management concept and new production process.In short, by applying the ba concept, it helps the AGIVEST in sight the interaction between their networks that lead to the creation of knowledge. From the collected findings, it was discovered that most of the knowledge creation occurred in the AGIVEST was resulted from the informal communication between the businessmen. However, this yard is not actually a definitive theory but it purposes to shape up further research concerning on knowledge creation and small firm network in the academic community.ConclusionAs conclusion, many different types of knowledge can be created within the organiz ation. Basically knowledge creation occurs in the organization is resulted from the interaction between people in the organization, and wherefore this knowledge is captured and share among them for the purpose of business development. According to Ratcheva (2003), the creation of new knowledge is socially embedded in interaction and communication practices. She also said that new knowledge creation processes in virtual compact exist in in the networks of professionals and the interaction and communication forms and rules established amongst team members decide how knowledge is gathered.Every individual in organization need to participate in the process of knowledge creation as this will lead to produce good answer to the presence problem. This method is very useful because by sharing knowledge whether in both formal and informal meetings can develop new management concept as well as better solutions for specific problems as these meetings were participated by various levels of peo ple in the organization. All of them may contribute an idea based on their experiences at different level of job environments. However, according to Roth (2003) it is a challenge for all organizations to enhance effective knowledge creation within and between diverse knowledge areas, as significant in the dusky professional knowledge area as in the cross-functional team area or other communities of practice.In reality, most of the existing study done on knowledge creation is emphasizes on the source and state of knowledge (John and Cook, 2001). Further study on this topic is needed to identify more comprehensive approach towards the creation of organizational knowledge, where the successful process of knowledge creation is resulted from the much cooperation and knowledge sharing between many organizations. Based on John and Cook (2001), research is needed where it must be beyond the source and state of knowledge in order to consider the conditions that enable knowledge creation.BIB LIOGRAPHY MLAAwad, E.M. Ghaziri, H. M. Knowledge Management. International ed. 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