How does social software change knowledge management? Toward a strategic research agenda
In: The journal of strategic information systems, Band 21, Heft 2, S. 154-164
ISSN: 1873-1198
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In: The journal of strategic information systems, Band 21, Heft 2, S. 154-164
ISSN: 1873-1198
In: Research Policy, Band 32, Heft 9, S. 1714-1716
In: The journal of strategic information systems, Band 11, Heft 2, S. 85-107
ISSN: 1873-1198
In: The journal of strategic information systems, Band 19, Heft 4, S. 232-241
ISSN: 1873-1198
In: Organization science, Band 20, Heft 3, S. 635-652
ISSN: 1526-5455
Nonaka's paper [1994. A dynamic theory of organizational knowledge creation. Organ. Sci. 5(1) 14–37] contributed to the concepts of "tacit knowledge" and "knowledge conversion" in organization science. We present work that shaped the development of organizational knowledge creation theory and identify two premises upon which more than 15 years of extensive academic work has been conducted: (1) tacit and explicit knowledge can be conceptually distinguished along a continuum; (2) knowledge conversion explains, theoretically and empirically, the interaction between tacit and explicit knowledge. Recently, scholars have raised several issues regarding the understanding of tacit knowledge as well as the interaction between tacit and explicit knowledge in the theory. The purpose of this article is to introduce and comment on the debate about organizational knowledge creation theory. We aim to help scholars make sense of this debate by synthesizing six fundamental questions on organizational knowledge creation theory. Next, we seek to elaborate and advance the theory by responding to questions and incorporating new research. Finally, we discuss implications of our endeavor for organization science.
In: The journal of strategic information systems, Band 16, Heft 3, S. 236-253
ISSN: 1873-1198
In: Organization science, Band 27, Heft 1, S. 207-221
ISSN: 1526-5455
Problem-solving research and formal problem-solving practice begin with the assumption that a problem has been identified or formulated for solving. The problem-solving process then involves a search for a satisfactory or optimal solution to that problem. In contrast, we propose that, in informal problem solving, a need and a solution are often discovered together and tested for viability as a "need–solution pair." For example, one may serendipitously discover a new solution and assess it to be worth adopting although the "problem" it would address had not previously been in mind as an object of search or even awareness. In such a case, problem identification and formulation, if done at all, come only after the discovery of the need–solution pair. We propose the identification of need–solution pairs as an approach to problem solving in which problem formulation is not required. We argue that discovery of viable need–solution pairs without problem formulation may have advantages over problem-initiated problem-solving methods under some conditions. First, it removes the often considerable costs associated with problem formulation. Second, it eliminates the constraints on possible solutions that any problem formulation will inevitably apply.
In: Organization Science, Vol. 27, No. 1, January–February 2016, pp. 207–22
SSRN
In: Organizational dynamics: a quarterly review of organizational behavior for professional managers, Band 39, Heft 2, S. 145-154
ISSN: 0090-2616
In: Research policy: policy, management and economic studies of science, technology and innovation, Band 32, Heft 7, S. 1149-1157
ISSN: 1873-7625
In: Research Policy, Band 39, Heft 9, S. 1198-1213
In: Research policy: policy, management and economic studies of science, technology and innovation, Band 39, Heft 7, S. 893-906
ISSN: 1873-7625
In: The journal of strategic information systems, Band 17, Heft 1, S. 4-18
ISSN: 1873-1198
In: Journal of Business Research, 2020
SSRN
Working paper
In: Research policy: policy, management and economic studies of science, technology and innovation, Band 32, Heft 7, S. 1217-1241
ISSN: 1873-7625