THE PROSPECT OF KNOWLEDGE CREATION

Frank Nyarko: Graduate, Laurea UAS 2009

The Prospect of Knowledge

Creation

Concept Presentation

Knowledge creation:

As important role in innovation & development of organizations‟ integration

As a strategic resource and key factor which represents organization‟s core competencies

To help foster future challenges and remainproductive

To enable organization‟s have a flow of informationfrom top to down & vice visa.

To create awareness of an environment that supports knowledge creation


Project Structure

A. INTRODUCTION.

-Overview

-Research Objectives

-Research Problem

-Describing the

Methodology

B. THE THEORETICAL

-KM defined

-KC defined?

-Process, principles of KC

-Knowledge-Intensive

organizations

-Other Authors views

-Facilitating Knowledge

Creation

D. SURVEY

-2 Sections

- Electronic

questionnaires

- Interviews

- Observations

THESIS

R&D PROJECT

C. LAUREA SIDLABS

-Description of SIDLabs

-SIDLabs KM style

-The Prospect of KC in

SIDLabs

-Bases for the Prospect

F. CONCLUSION

- Observations

- Limitations/

challenges

- Recommendations

E. PRESENTATION OF FINDINGS

.

– Descriptions of findings

– Summary of findings

– Limitations of findings


The Research ProblemKnowledge creation can become obsolete if not created continually-Nonaka

Internationalization of organizationse.g. Laurea as an institution

Competition in research and development & innovation


‘How Laurea SIDLab is managing knowledge creation in order to adapt to the changing nature of the international environment‟

To ensure knowledge when created could be retained and

redistributed for future use

To meet the international changing environment

To create an international working environment

For effective performance

Meet the future challenges of Businesscompetitiveness

Project Objective


Knowledge

Knowledge

creation

Knowldge

Management

Stages/types of

Knowledge

Processes of

Knowledge

creation

SECI-Model

Tacit

Knowledge

Explicit

Knowledge

Benefits/

Limitations of

SECI

Effects of SECI

Barriers to

Tacit

Knowledge

Management

approach to

Tacit

Knowledge

Management

Approach to

Explicit

Knowledge

Merits &

Demerits of

Tacit & Explicit

Differences b/n

Tacit & explicit

Knowledge

Enable

conditions for

KC

Principles of

Knowledge

creation

Faciliting

Knowledge

creation

Theoretical Framework

Frank Nyarko: Graduate Student, Laurea UAS 2009

Knowledge Creation Spiral

Organization‟s knowledge spiral

The effect of SECI on

organizations

Nonaka & Takeuchi 1995


Process of Knowledge creation

Source: Stuhlman D. Daniel 2008


KC-Enabling ConditionsIntention Shows how an organization‟s must have a clear direction

for the future. Expressed the vision, long-term objectives, critical principles & performance expectations.

Autonomy Embracing individual members freedom to act, make decisions and have influence on the organization. To help lead the organization into a new territory or future

Fluctuation & Creative Chaos

Knowledge creation thrives in times of crises and this is either that which is created within the operating environment or a crises generated by organizational intent

Redundancy This shows the intentional overlapping of information about business activities, management responsibilities and the organization as a whole. “There are no secrets”.

Requisite variety This shows that “diversity enhances knowledge creation” and organization‟s internal diversity will match the complexity of the environment.

Source: Nonaka 1995


Case Study: SIDLabsFounded : November 2007

Population : About 70

SIDLabs : Service Innovation & Design Labs.

SIDLabs : International solutions for businesses

SIDLabs : Easier International business

SIDLabs : Efficient communication

SIDLabs : Crossing International Barriers

SIDLabs : Generating Applied research & services for working life partners

SIDLabs : Internal & External idea solutions

SIDLabs : Enabling regional dev‟ment & knowledge transfer

Main vision: To integrate the R&D concept with the aim of advancing corporately knowledge, and learning environment


Hakkarainen, 2004

The Labs as Network of Expertise


Performance

Strategy

StewardingDomains

Communities Sharing

Practices Learning

Source: Wenger, 2004

The ‟Doughnut‟ Model Three elements of knowledge sharing

Community of Practice for Knowledge sharing


The Research Approach

What kind of knowledge is the SIDLabs creating?

the approach-tacit & explicit knowledge

How are they creating it?

the management approach and the environment

Why are they creating the knowledge?

the Prospect of the Labs


The Research Method

Quantitative

Questionnaires to interns & Other members of SIDLabs (e.g. coordinators)

Qualitative

Interviews (coordinators & facilitators)

Personal observations

Feedback (SIDLabs‟ 09 seminar)


FINDINGS

Over Result Presentation

83 %

17 %

Those w ho completed

Those w ho did not

complete

67 - Respondents

24 - Responded

21 - Completed

3 - Uncompleted


Positive:

Members are enthusiastic, energetic, innovative, creative and international

Fresh, friendly, relaxed and flexible atmosphere

Tacit and Explicit approach being adopted

The Labs knowledge creation strategy*

Negative:

Lack of cooperation/Coordination between the Labs

Knowledge management storing tool not specific

What was realized


Intention Vision of the Labs for 10 years time. *

Autonomy The is individual members freedom to act, make decisions and have influence on the organization. To help lead the organization into a new territory or future

Fluctuation & Creative Chaos

Interruption of individual schedules by other internalactivities or external forces

Redundancy Interns self-responsibilities, coordinattorsresponsibilities, management responsibilities , openness, team interactions and discussions

Requisite variety Different views and culture

Enabling conditions in the Labs

Labs KC Strategy


The approach:

Projects, R&D researches, reports, interactive & social environment,

Communication practices: dialogues, seminars, presentations, workshops

Internal and External networks. e.g. living lab

International environment. e.g interns from abroadTrust and team spirit

Flat hierichical approach

International environment

Social & Interactive spirit atmosphere

Labs KC Strategy cont.


The „Prospect‟ as a

recommendation

Providing

Real

Organizational

Service

Product

Expected

Customer

Target

P

R

O

S

P

E

C

T


Service:-- what are the elements of

the Service?-- which type of Service?

Customer:Service relation with-- existing customers

-- Their perceptions &

-expectations

Target:-- how to work to meet-existing Market goals

-- potential markets

- and partners goals

Providing:- what is provided?

- How should it be provided?- In Which environment?

Organizational:-- how the working environment

-should be?-- the connections/ networks

-- the processes involve

Product:- Outcome of Service

-- final delivery(product concept)

Prospect

Real:-- how is the reality-Of the working-Environment to the Service?

Expected:Service relation with the- prospect customers -- internal & external

customer groups- Stakeholders

The ‟Prospect‟ in details

Frank Nyarko: Graduate Student, Laurea UAS 2009

An effective recruitment procedure be adopted

Laureasid should develope efficient Information tool

Put in place effective Management tool

Management support for future research should be adhered to

Continuity of research on the Labs Knowledge strategy

More information about the Labs in the SID portal

Importance of knowledge sharing should be made known to both interns and coordinators

Recommendations


Source: National Multicultural Institute

Knowledge sharing concept


Communities/

Organizations

Institue of

Higher

Education

Shared Experiences/

Knowledge Experts

Shared Experiences/

Knowledge experts

Network of

Knowledge

Expertise

Shared

Competences/

Knowledge

shared Future

competences/

Knowledge

Knowledge sharing concept


Knowledge is like gold, let all embrace

it and make good use of it

Thank You


THE PROSPECT OF KNOWLEDGE CREATION

Business

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