How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

The knowledge-creating company : how Japanese companies create the dynamics of innovation

A revolutionary advancement of technology in the past decade brought the attention of academics and management practitioners on how to improve the innovative capabilities of organizations. Advice-seeking relationships have an essential role in the knowledge production of modern-day organizations as they enable actors to acquire information, professional support, and knowledge elements they can recombine to form new knowledge. This paper conceptualizes advice-seeking behaviour as part of an inherently complex social world that can best be captured by a multiplex approach to organizational network research. It investigates how different layers of interpersonal relationships in the workplace may contribute to the appearance of advice-seeking interactions. This study examines the cases of three knowledge-intensive organizations and applies binary logistic regression to shed light on the yet invisible relational foundations of workplace collaboration. Implications for Central European audience : Central European countries attempt to improve their economic competitiveness by attracting knowledge-intensive companies as well as incentivizing innovation and digital transformation. Knowledge-intensive firms, such as business services centres or information and communication technology companies, are significant contributors to the economic output of countries like the Czech Republic, Hungary, and Poland. Recommendations derived from the results of this paper provide insights to the leadership of knowledge-intensive companies on how to create organizational environments that foster knowledge sharing and innovation. Measures that promote interpersonal trust, the visibility of expertise, and boundary-spanning behaviour are advised.

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The Invisible Foundations of Collaboration in the Workplace: a Multiplex Network Approach to Advice-Seeking and Knowledge Sharing

ii LIST OP TABLES v ACKNOWLEDGEMENTS vi Chapter

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Effects of organizational identification and perceived organizational innovativeness on the adaptive and innovative behaviors of employees

This article deals with the subject of knowledge transfer in an organisation, with particular emphasis on the description of tools used for knowledge transfer, as well as the possibility of using theoretical models to design effective knowledge transfer in organisations, such as shared services centres (SSCs). The main objectives of this research were to identify knowledge transfer tools used in SSC companies and check the possibility of using the Knowledge to Action (KTA) model to design effective knowledge transfer in an organisation. The analysis was based on qualitative research carried out in two SSC organisations, with the results showing that both organisations use a variety of knowledge transfer tools, such as in-house training or development programmes using new technologies, and confirmed that the KTA model can be used to design the knowledge transfer process. As the data analysis shows, the human factor plays a very important role in the transfer of knowledge - primarily the skills of people involved in the transfer of knowledge and their motivation to transfer it and share it with other employees. The obtained results can be treated as an indication for organisations in the area of knowledge management, and in particular in the field of designing effective knowledge transfer. Creating an effective knowledge management strategy allows a company to retain knowledge, and as a result contributes to strengthening its market position.

Designing effective knowledge transfer in an organisation - a case study based on migration projects implemented in two SSC organisations

In this doctoral dissertation, the author explores three research areas of organizational network theory that relate to the analysis of organizational knowledge networks. The author uses a mixed method approach, including literature reviews and qualitative and quantitative methods, to answer the research questions. This paper-based dissertation includes four papers in total. The first paper, entitled “Enterprise social media: The engine of organizational social networks,” presents the unique characteristics of enterprise social media through a comparison of the mechanisms of social networks in an online and offline context. The study found that (1) enterprise social media helped to build trust relationships in the organization through three interrelated features: (a) getting to know each other both professionally and personally, (b) making work visible, and (c) allowing orientation of new members of the organization. The study also found that (2) enterprise social media helped with knowledge sharing in the organization, as the platform's archiving function and searchability made it possible to extract information over time and to find familiar or new content. In addition, the study found that (3) enterprise social media supports the development of meta-knowledge, which is the knowledge of who knows what and who knows whom. The second paper, a literature review on negative ties in social networks, (4) draws attention to a phenomenon that had previously remained in the blind spot of scholars and managers. The author (5) places negative ties in extant models of social relationships and dyadic phenomena and proposes directions for future research. The third paper, entitled “Prerequisites of advice-seeking and knowledge sharing: Analysis of an organizational knowledge network,” explores the dynamics of advice-seeking in knowledge networks and their relational preconditions. Through a case study based on a survey and interviews at a Budapest-based management consultancy, it is found that (6) interpersonal trust and perceived competence were the most important factors in the formation of advice-seeking relationships. The study also found that (7) personal sympathy (as measured by a willingness to meet informally after work) reduced the likelihood of developing advice-seeking relationships and that the organizational culture of the consultancy was supportive of knowledge sharing. The fourth paper, entitled “The Invisible Foundations of Collaboration in the Workplace: A Multiplex Network Approach to Advice-Seeking and Knowledge Sharing,” aimed to understand the relational factors that influence advice-seeking behavior in relationships through a multiplex approach. The paper proposed that (8) a comprehensive model of relational dimensions, including feelings, judgments, and behavioral intents, can explain a significant amount of the variance in the formation of advice-seeking ties. Through the analysis of three sample knowledge networks, the paper found that (9) despite relative explanatory power of variables differ to some extent across the samples, relational prerequisites are significant in the formation of advice-seeking relationships in all examined organizations. Overall, this doctoral dissertation contributes to organizational network theory by providing a deeper understanding of the unique characteristics of enterprise social media, the significance of negative ties in social networks, and the relational preconditions of advice-seeking and knowledge sharing. The multiplex approach to advice-seeking and knowledge sharing proposed in the fourth paper also offers a new perspective on the study of organizational networks. 

pdf/two-heads-are-better-than-one-knowledge-sharing-in-2qqj21797s.pdf

Two Heads Are Better Than One: Knowledge Sharing in Organizational Social Networks

This paper aims to examine how knowledge management is associated with perceived organisational innovativeness in global companies operating in Central European country and what role in this relationship is played by organisational environment stimulants – organisational trust, leadership support, training and access to resources, and information and communication technology (ICT). This empirical study used a quantitative approach with the data gathered by questionnaire from global companies functioning in IT service (94) and in money transfer service (109). The findings revealed that knowledge management is significantly associated with perceived organisational innovativeness in the global organisations’ context. Organisational environment stimulants (organisational trust, leadership support, training and access to resources, ICT) were confirmed to have a moderate positive association with perceived organisational innovativeness and mediated the relationship between knowledge management and perceived organisational innovativeness. The findings provide additional insights into the existing research on global companies’ knowledge management and suggest that global organisations aiming to foster their innovativeness through knowledge management should focus on the development of learning capability and orientation at the organisational level, as well as reconsider their level of organisational trust and leadership support perceived by employees. This research contributes to the literature by examining the relationship between knowledge management and perceived organisational innovativeness and looking into organisational environment stimulants’ role in this link in a specific global organisations’ context. Implications for Central European audience: when more and more global IT or financial service providers are looking for options to expand their business across the international borders, Central European countries like Lithuania become an attractive destination. The recommendations derived from the results indicate that leadership in global organisations should strive to create a sense of benevolence and aim to maintain integrity between communication and behaviour, particularly focusing on organisational trust development. Global business organisations’ managers must be able to communicate values and norms in a clear and transparent manner as well as ensure that organisational policies are governed in a coherent way across the offices around the world.

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Knowledge Management and Perceived Organisational Innovativeness in Global Organisations

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Knowledge Management and Perceived Organisational Innovativeness in Global Organisations