Lecture 9: The Knowledge Creating Organization PDF

18/09/2023 Legal Notice 1 All non-original artwork has been removed from this presentation in order to comply with EU copyright and data Lecture 9: protection legislation....

18/09/2023 Legal Notice 1 All non-original artwork has been removed from this presentation in order to comply with EU copyright and data Lecture 9: protection legislation. The Knowledge Creating Legal Notice 2 Organization Roel Rutten Reproduction of these slides is allowed for non-commercial purposes only. Violators are liable to prosecution under EU law. © Tilburg University This lecture (I) Mandatory reading Grant, R. (1996), Toward a knowledge-based theory of the firm, Strategic Management Review 17(Winter Special Issue): 109-122. Nonaka, I. (1994), A dynamic theory of organizational knowledge creation, Organization Science 5(1): 14-37, Questions What is knowledge, what is knowledge creation? How can knowledge creation be organized effectively? The learning organization Conceptualizing the process of knowledge creation in organizations © Tilburg University 1 1  18/09/2023 This lecture (II) Objectives Know basic concepts, theories on organizational learning/ knowledge creation Codified and tacit knowledge, learning/ knowledge creation, organizational structure, —隱形知識 knowledge conversions, knowledge-based theory of the firm Understanding the interaction between — codified and — tacit knowledge 痛再知識 Explain how knowledge creation can be organized effectively Content I Theoretical foundations II A knowledge-based view KBV on innovation in firms III IV Nonaka: an example of a KBV © Tilburg University 2 Course overview: Outline Framework MACRO LEVEL Context 2 FIRM LEVEL INTERFIRM LEVEL Open innovation 7 Types of innovation 3 4 Knowledge workers 8 Exam prep and 12 Managing innovation 5 6 Knowledge creation 11 review Knowledge creation 9 10 The geography of The learning The governance of knowledge creation organization knowledge creation 3 2 丶  18/09/2023 Organization theories PART I What is the relation Classic Studies 新制度 between organization on the organization of and innovation? innovation Neo Institutional Theory Why, how do Penrose (1959) The theory of the growth of the firm Contingency Theory 權 organizations innovate? Burns & Stalker (1961) modern Evolutionary Theory 遞化 貿源依賴 The organization management of theories innovation Resource Dependency What is Cyert & March 實踐社群 innovation? (1963) A behavioral Communities theory of the of Practice firm Knowledge- Based View 基於知識 © Tilburg University today 兄免 4 Classics of innovation studies Innovation New or improved products, technologies, skills, services, etc. Created by firms Entrepreneurial function Organized process of knowledge creation/ learning To gain competitive advantage Burns and Stalker (1961) “ Mechanic systems Division of labour, hierarchical command and control Stable environment Organic systems Specialist work, lateral consultation Unpredictable, unstable environments Interaction between the two within an organization © Tilburg University 5 3  18/09/2023 Key mechanisms CONTEXT innovation as a Innovation as organizational PROCESS OUTCOMES characteristics of learning new products, etc. Organizational structure Knowledge creation Nature of (using, developing coordination resources) Innovation Role of management (new or better products, etc.) Organizational Allocation of Learning decision-making (new ways of working) Environmental dynamics © Tilburg University 6 Knowledge, learning and innovation PART II Innovation New products, technologies, skills, etc. Solidified knowledge Knowledge Human resource Characteristic of individuals Learning/ knowledge creation Process where individuals’ knowledge becomes shared in an organization Materialization of knowledge into innovation © Tilburg University 7 4  18/09/2023 What is knowledge? Philosophically Organizational What can we know, how can we Knowledge is a resource know? Knowledge creates value How do we know what we know? If materialized in technologies, skills, products, etc. Consequently Codified and tacit knowledge Firms have unique knowledge, skills, Polanyi: “We know more than we technologies, etc. can tell Knowledge is at the basis of Limitations of language competitive advantage Importance of knowledge Knowledge is context dependent management 賴上知天的企業 要功能整今知識 — 非創造知誠 © Tilburg University 8 Examples of firm-specific knowledge Business consultant Problem solving Business consultant Communication skills Hospital Medical knowledge Hospital Coordinating specialists Artisan bakery Baking skills Artisan bakery Knowledge of local market © Tilburg University 9 5 首  18/09/2023 Two views of knowledge Traditional view Modern view Formal Largely informal Objective, rational Subjective, personal Systematic Intuitive 直覺 Explicit 題性 Tacit 隱性 Individual Largely collective Universal 普遍的 Contextualized 情境化 By design Social co-construction © Tilburg University 10 Key issues for a KBV PART III 上值織要幫助將個作知啥識事轉換成通識喜 的知識 Creating competitive advantage from knowledge Transferability Within and between firms 題 Explicit knowledge revealed through communication 隱 Tacit knowledge revealed through application Capacity for aggregation 聚合能 接受者的吸收能能 Absorptive capacity of recipient Location of decision-making authority 決策權所在地 Appropriability 專有性 “If I light your candle, I still have my fire” Who to reward for investing in knowledge? © Tilburg University 11 6 一 力 面  18/09/2023 Coordination within the firm 制度和 關保 — Hierarchy and authority relations Basic structure for coordinating complex tasks: efficiency 不逼乏年臨 Ill-suited for tacit knowledge (creation) Inefficient for integration the knowledge of many specialists: too many interfaces required Four mechanisms Rules and directives Sequencing 定序 Avoiding the costs of communication Routines Group problem-solving and decision-making Communication benefits the outcome © Tilburg University 12 Organizational structure he— 漂播 Implications for hierarchy Efficient at disseminating information Fails at integrating knowledge, intensive communication Implications for decision-making authority Knowledge owned by individuals is primary resource Team-based structures Coordination through direct involvement of specialists Participative employee-empowering management From sequential process to cross-functional teams Authority follows knowledge Explicit knowledge can be centralized Tacit knowledge cannot © Tilburg University 13 7 力  18/09/2023 Causal explanation (I) Y-axis High X (M) The effect of the absorptive transferability of capacity knowledge creation high knowledge on the absorptive capacity level of knowledge (X) (Y) creation becomes transferability knowledge Y stronger as the of knowledge creation M absorptive capacity low absorptive of the recipient of the capacity knowledge increases. Low X-axis Low transferability of High knowledge (conceptual model) (graph) © Tilburg University 14 Causal explanation (II) The presence of transferability of knowledge and absorptive X1*X2 Set of knowledge-creating capacity of the recipient is Organizations (Y) sufficient for knowledge creation Set of organizations with Y transferable knowledge (X1) Means that Transferability is necessary but not sufficient Absorptive capacity is necessary but not sufficient Set of organizations with Together, they are sufficient for Set of organizations with absorptive capacity (X2) knowledge creation transferable knowledge AND absorptive capacity (X1*X2) © Tilburg University 15 8  18/09/2023 Organizational knowledge creation PART IV Artwork based on: Nonaka, I. and Takeuchi, H. (1995). The knowledge-creating company, Oxford: Oxford University Press, p. 73. explicit knowledge 認 epistemological dimension 識 論 准 度 implicit knowledge individual group organizational Inter-organizational ontological dimension © Tilburg University 本体論淮度 16 ⾸先 有⼀種知識轉換模式 使我們能夠透過互動轉換隱性知識,透過個⼈之間 的互動 這是個⼈可以獲得隱性知識的地⽅沒有語⾔ 學徒與導師⼀起⼯作 利⽤社會過程來組合個⼈所持有的不同顯性知識體系 個⼈通過這種將機制更改為會議和電話交 學習⼿⼯藝不是透過語⾔ ⽽是透過 觀察 模仿和實踐 在商業場景中⸺ 談 通過排序 添加 重新分類和重新核對來重新配置現有顯性知識的⽂本化可以帶來新知識 現 在職訓練 OJT 也採⽤同樣的原則 獲得隱性知識的關鍵是經驗 代計算機系統提供了⼀個⽣動的例⼦ 如果訊息是從與共享經驗相關的嵌入情感和微妙背景中抽象化出來的 那麼單 純的訊息傳遞往往沒有什麼意義 這個創造默契的過程 透過共享經驗所獲得 的知識將被稱為 社會化 Knowledge conversion Artwork based on: Nonaka, I. and Takeuchi, H. (1995). The knowledge-creating company, Oxford: Oxford University Press, p. 71. implicit 如 explicit SOCIALIZATION EXTERNALIATION implicit 社含化 外在化 from explicit INTERNALIZATION COMBINATION 內化 組含 © Tilburg University 17 來⾃顯性知識的知識稱為 組合 知識轉換的第三種和第四種模式與涉及隱性和顯性知識的轉換模式有關 這些轉換模式捕獲隱性知識和顯性知識是互補的 並且可以通過相互交互的過程隨著時間的推移⽽擴展 此交互涉及兩個不同的操作 ⼀是默契的轉換 知識轉化為顯性知識 這被稱為“外化” 另⼀種是將顯性知識轉化為隱性知識 這帶有⼀些與傳統的 學習 概念相似 在這裡將被稱為 內化 如將後⾯討論 隱喻 在外化過程中起著重要的作⽤ ⽽“⾏動”與內化過程有著深厚的關係 四種類型的知識轉換社會化 組合化和內化有三種具有與組織理論⽅⾯的部分類似物 例如 社會化與組織⽂化理論有關 ⽽組合植根於信息處理 ⽽內化則具有關聯性 9  18/09/2023 Five organizational conditions (I) 意圖 治 (1) INTENTION (2) AUTONOMY Organizational conditions Characteristics of organizations Set strategy, goals Operational autonomy for workers That affect knowledge creation Knowledge strategy: Seize unexpected opportunities And can be influenced by management Develop, absorb, apply conceptualization 概念化 Motivate people Five conditions Method of development, Self-organizing teams application Intention Involvement of employees 波動 混沌冗餘 Across function Autonomy 必要 b 的多樣性 (norms, values) Fluctuation and (3) FLUCTUATION AND CHAOS (4) REDUNDANCY (5) REQUISITE VARIETY creative chaos Redundancy Stimulates interaction Unpopular Internal and external diversity, organization-environment dynamics Requisite variety “Collapse” of comfortable ways Need to know more than what 不可預 Unforeseen events 崩潰 — 滲造— of doing things function requires — — Learning by “infiltration”, danger Access knowledge through Create chaos — of information overload shorter communication lines © Tilburg University 18 Conceptualization CONTEXT PROCESS OUTCOME Intention Socialization Autonomy Externalization Fluctuation and Organizational creative chaos knowledge creation Combination Redundancy Internalization Requisite variety © Tilburg University 19 10 、 見 自  18/09/2023 Management models MIDDLE-UP-DOWN TOP DOWN MANAGMENT BOTTOM-UP MANAGEMENT MANAGEMENT Vertical coordination Knowledge creation as 1 Combines both models Middle managers: leaders of Horizontal coordination Knowledge creation on work information processing teams, task groups floor Managerial bias: efficiency, At intersection of vertical and Work floor bias: Flexibility, routine activities horizontal knowledge flows creativity Knowledge-creating Mechanic Organization Organic Organization Organization © Tilburg University 20 The hypertext organization Artwork based on: Nonaka, I. and Takeuchi, H. (1995). The knowledge-creating company, Oxford: Oxford University Press, p. 169. 利 企業願景分享共同創造知識 Collaboration between project teams in order to further knowledge creation project teams Puettenm 徒這在拿取知哉 Dynamic and continuous creation, use, “ and storage of organizational knowledge 可以成功將知戲爭 繁美 Team members P form hypernetworks through the layers \ Knowledge base is easy of the organization to access for all members of the organization θ 盤点 建定成功 帶到 常業務執 business system 業務系流 由正越的官僚化 knowledge base ( 組 化和層序相關的 形式照成的 常象統 Company’s vision, culture, technology, databases, etc. 隱些知識 © Tilburg University 以及 21 件歸樣景流 電腦資料庫等真性知識 11 一一一一十 、 。、 用 文 日 父 日 行 日 ### 3. Lecture 9 Paper 1: *Toward a Knowledge-Based Theory of the Firm - 知識被視為企業最重要的資源，企業的 要功能是整合知識， 非創造知識。 - 企業存在的理由在於它們能有效整合專業知識，尤其是在市場難以完成知識整合的情況下。 - 知識的「不可轉移性」使得公司內部協作成為關鍵，尤其是當知識存在於個 內部且無法輕易傳遞時。 - 該理論對企業的組織設計、決策權限分配和企業邊界等問題有重要影響。 ### 4. Lecture 9 Paper 2: *A Dynamic Theory of Organizational Knowledge Creation - 組織知識的創造來 於個 之間的「隱性知識」和「顯性知識」的互動對話。 - 組織在知識創造過程中，扮演著將個體知識轉化為組織層 知識的重要 。 - 創新是組織知識創造的主要形式，超越了傳統的問題解決範式，通過創造性地定義問題並積極開發新知識。 - 知識創造的螺旋模型強調了隱性知識和顯性知識的持續互動，並在組織內部不同層次之間不斷擴展和深化。 自 人 首 面 而 角 色 人