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1 – 10 of over 4000The idea that knowledge needs to be codified is central to many claims that knowledge can be managed. However, there appear to be no empirical studies in the knowledge management…
Abstract
Purpose
The idea that knowledge needs to be codified is central to many claims that knowledge can be managed. However, there appear to be no empirical studies in the knowledge management context that examine the process of knowledge codification. This paper therefore seeks to explore codification as a knowledge management process.
Design/methodology/approach
The paper draws on findings from research conducted around a knowledge management project in a section of the UK Post Office, using a methodology of participant‐observation. Data were collected through observations of project meetings, correspondence between project participants, and individual interviews.
Findings
The principal findings about the nature of knowledge codification are first, that the process of knowledge codification also involves the process of defining the codes needed to codify knowledge, and second, that people who participate in the construction of these codes are able to interpret and use the codes more similarly. From this it can be seen that the ability of people to decodify codes similarly places restrictions on the transferability of knowledge between them.
Research limitations/implications
The paper therefore argues that a new conceptual approach is needed for the role of knowledge codification in knowledge management that emphasizes the importance of knowledge decodification. Such an approach would start with one's ability to decodify rather than codify knowledge as a prerequisite for knowledge management.
Originality/value
The paper provides a conceptual basis for explaining limitations to the management and transferability of knowledge.
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Loubna Echajari and Catherine Thomas
The purpose of this paper is to study organizational learning from complex and heterogeneous experiences. According to March (2010), this kind of high intellect learning is…
Abstract
Purpose
The purpose of this paper is to study organizational learning from complex and heterogeneous experiences. According to March (2010), this kind of high intellect learning is difficult to accomplish because it requires deliberate investments in knowledge transfer and creation. Zollo and Winter (2002) emphasized how knowledge codification can facilitate this process, as long as it is “well-performed”. However, knowledge management scholars have yet to explore what is meant by well-performed codification and how to achieve it.
Design/methodology/approach
This paper addresses this gap and provides a conceptual analysis based on two related but previously disconnected research areas: organizational learning and knowledge management.
Findings
This paper contributes to the literature in three ways. First, a new understanding of different types of experiences and their effects on learning is proposed. Then the codification process using a critical realist paradigm to overcome the epistemological boundaries of knowledge versus knowing is discussed; in doing so, it is shown that codification can take different forms to be “well-performed”. Finally, appropriate codification strategies based on experience type are identified.
Originality/value
The abstraction-oriented codification outlined in this paper runs counter to the logic of concrete codification that dominates both theory and practice. Thus, going beyond the traditional debate on the degree of codification (i.e. should knowledge be fully codified or just partly codified), this paper introduced a new debate about the appropriate degree of abstraction.
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Krishna Venkitachalam and Hugh Willmott
The purpose of this paper is to indicate that managers responsible for decision making often have a limited appreciation of strategic shifts between codification and…
Abstract
Purpose
The purpose of this paper is to indicate that managers responsible for decision making often have a limited appreciation of strategic shifts between codification and personalization of knowledge in different operational environments. This study is motivated by a concern to illuminate the influence of diverse business environments in the shift between strategies of knowledge in organizations.
Design/methodology/approach
A qualitative multiple case-study method was adopted to research four case organizations drawn from multiple industries – manufacturing, research, education and consulting – that are positioned within contrasting operating environments (i.e. local, national, international and multinational, respectively).
Findings
Results from the case studies suggest that four factors condition shifts between codification and personalization strategies in different operational environments that are of critical significance for the effective use of knowledge in organizations. The authors have also found that strategic shifts between codification and personalization are continuous and emergent.
Originality/value
The study suggests that the combination of multi-operational types and four elements (i.e. competition, organizational size, organizational structure and information technology) are highly relevant for determining the shifts between codification and personalization strategies in organizations.
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Xiu‐Hao Ding, Heng Liu and Yongtao Song
After identifying two kinds of internal knowledge transfer strategies, the purpose of this paper is to examine their effectiveness and whether they induce knowledge spillovers…
Abstract
Purpose
After identifying two kinds of internal knowledge transfer strategies, the purpose of this paper is to examine their effectiveness and whether they induce knowledge spillovers among firms.
Design/methodology/approach
This study collected data in China and 219 questionnaires were achieved. Then, structure equation model by LISREL was used for hypotheses testing.
Findings
The empirical results suggest that both codification and rich‐media strategies have positive effects on internal knowledge transfer. Moreover, codification strategy has a negative effect on knowledge spillovers while rich‐media strategy does not influence knowledge spillovers significantly. Thus, codification and rich‐media strategies are not double‐edged swords.
Practical implications
This study provides firms with two strategies, codification and rich‐media, to promote internal knowledge transfer. Moreover, these strategies do not accelerate knowledge spillovers, and codification strategy even reduces knowledge spillovers. Firms can use these strategies to construct and sustain competitive advantages.
Originality/value
While many knowledge creation, storage and protection strategies are studied, little is known about internal knowledge transfer strategies. This study suggests two internal knowledge transfer strategies and confirms their effectiveness. Moreover, because the relationship between internal knowledge transfer strategies and knowledge spillovers has been puzzling for a long time, this study clarifies the relationship and finds that these strategies do not accelerate knowledge spillovers and some even restrain knowledge spillovers.
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Jing Li, Saide Saide, Mohd Nasir Ismail and Richardus Eko Indrajit
Business process management (BPM) has been discussed in much literature as a crucial approach to achieve firm-enterprise business performance, however in term of digital business…
Abstract
Purpose
Business process management (BPM) has been discussed in much literature as a crucial approach to achieve firm-enterprise business performance, however in term of digital business transformation to face the current digital enterprise business era, there is still much to be explored. Drawing sociotechnical perspective of ETHICS theory, the study develops and conceptualize information technologies/systems (IT/IS) proactive capability and socialization-codification knowledge process that produce business transformation process in digital-based era.
Design/methodology/approach
Of the 173 company-enterprise respondents in Indonesia, the authors empirically test and validate the conceptual model using structural equation model tool-SmartPLS and SPSS statistical. The enterprise respondents were manufactures industry, construction services, hardware and software, plantation and agriculture, financial and insurance services, and other retail trade.
Findings
The authors found different findings of mediating effect and direct relationship effect. Socialization knowledge process has directly influence IT/IS proactive capability and enterprise digital business transformation. Codification knowledge process has successfully support IT/IS proactive capability, but unsupported correlation on enterprise digital business transformation. Also, IT/IS proactive capability positively influence enterprise digital business transformation. Enterprise business process suffers when the firm transform their business process into digital-based only using codification knowledge practices because documented knowledge (codification type) is not strong enough to help company in the way of enterprise digital business transformation. Mediating role show IT/IS proactive capability is crucial approach for enterprise business transformation to maximize codification knowledge practices. The findings present one fully supported results of mediation role through IT/IS proactive capability. A stronger support for enterprise IT/IS strategy in company, a high opportunity for codification knowledge practices to improve the digital ways to transform the enterprise business process. In short, the results can guide enterprise managers on how to manage their knowledge resources and maximizing emerging technologies to achieve enterprise digital business transformation.
Research limitations/implications
The authors acknowledged that future studies would be worthwhile to create, develop and strengthen the model and its related foundation. Future research may try different concept/theory that applicable in enterprise digital business transformation. Also, an opportunity for future study is how enterprise digital business transformation in different context of industries with the current emerging technologies (e.g. IoT, big data, AI).
Originality/value
This study offers a theoretical and conceptual framework to the applicable digital-based within enterprise business transformation context. A knowledge/novel contribution of this study is the integration of a sociotechnical that highly relevant and drives enterprise digital business transformation. This study also is an effort to combine some areas such as business transformation strategy, knowledge-intensive business services, knowledge management and IT/IS.
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Hongmei Liu, Kah-Hin Chai and James F. Nebus
This paper aims to provide a systematic framework for organizations to analyze their knowledge reuse processes, and balance codification and personalization within their knowledge…
Abstract
Purpose
This paper aims to provide a systematic framework for organizations to analyze their knowledge reuse processes, and balance codification and personalization within their knowledge strategy according to cost/benefit analysis.
Design/methodology/approach
This paper divides knowledge reuse process into a sequence of five stages, and accordingly analyzes costs/benefits under codification and personalization strategies. Markov decision process, a mathematical framework for multi-stage decision-making, is employed to optimize a mixed strategy for knowledge reuse processes within an organization.
Findings
Organizations need to consider factors such as the number of reusable knowledge items, reuse patterns, and intra-organizational interest alignment which are critical to determine their optimal mix between codification and personalization. Companies should determine a knowledge strategy based on their knowledge reuse contexts instead of following success cases blindly.
Research limitations/implications
This paper presents an illustrative example to show how this framework might be applied by an organization. However, the validity and reliability of strategic decision-making also depends on the accuracy of the model's parameter values. Firms can adopt many methods as surveys, Delphi method, to determine the parameter values.
Practical implications
The proposed framework offers an opportunity for firms to gain insights by setting the model's parameters to their own reuse contexts/characteristics and conducting what-if analysis.
Originality/value
This paper proposes a formal framework for analyzing knowledge reuse processes and offers organizations guidelines about decision-making of knowledge strategies.
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Ruby P. Lee, Xinlin Tang and Xitong Guo
The rising opportunities in emerging countries have attracted numerous multinational corporations to invest in the new regimes. Knowledge management between headquarters and their…
Abstract
The rising opportunities in emerging countries have attracted numerous multinational corporations to invest in the new regimes. Knowledge management between headquarters and their foreign subsidiaries, thus, becomes particularly crucial in navigating host country environmental uncertainties. Despite its criticality, how foreign subsidiaries can benefit from effectively managing knowledge remains unclear. This study examines the extent to which market and technological turbulences influence two specific knowledge management platforms, knowledge transfer and knowledge codification, and subsequently, market responsiveness of foreign subsidiaries. Results from a survey of 140 foreign subsidiaries in China show that knowledge transfer and knowledge codification serve as two important platforms to mitigate the effects of environmental turbulence on local market responsiveness.
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Marco Bettiol, Eleonora Di Maria and Roberto Grandinetti
The paper aims to analyze the relationships between standardization and creativity in the process of service innovation in knowledge‐intensive business services (KIBS)…
Abstract
Purpose
The paper aims to analyze the relationships between standardization and creativity in the process of service innovation in knowledge‐intensive business services (KIBS), specifically in those specialized in highly creative outputs (KIBS in design and communication). Studies on knowledge management and on service management emphasize the opportunity to gain efficiency through a standardization of services and organizational processes. However, creative activities are characterized by informality and difficulty to be standardized.
Design/methodology/approach
The study adopts a qualitative research approach. Two case studies of medium‐size KIBS specialized in design and communication, localized in Bangalore (India) and in Treviso (Italy) are developed to identify how KIBS approach knowledge management both internally and externally and how firms structure the innovation process.
Findings
KIBS can use a suitable knowledge management strategy to balance creative outputs with standardization based on a working method. Standardization can refer to the way the creative effort is organized and managed internally through appropriate organizational processes, with the approach confirmed empirically.
Research limitations/implications
Main limitations are related to the case study and the industry selected. The authors acknowledge the need to compare firms belonging to other industries to strengthen the results.
Originality/value
From a theoretical point of view the paper enriches the research framework concerning knowledge management in services by exploring the relationship between standardization and creativity. From an empirical point of view, the research is able to deepen understanding on the KIBS knowledge management strategies and their impacts on processes of service provision and innovation.
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John N. Walsh and Jamie O'Brien
While service scholars see modularisation as balancing the efficiency of standardisation with the value added through customisation the relationships between these concepts are…
Abstract
Purpose
While service scholars see modularisation as balancing the efficiency of standardisation with the value added through customisation the relationships between these concepts are under-theorised. In addition, although information and communication technologies can facilitate all three service strategies, the degree to which they codify service knowledge is not explicitly considered in the extant literature. The purpose of this paper is to develop and validate a model that examines service strategy trajectories by specifically considering the ICTs used and the degree of knowledge codification employed.
Design/methodology/approach
This study draws on three qualitative case studies of service departments of firms involved in cardiovascular applications, orthopaedic, spinal and neuroscience product development and information technology support. Data collection involved semi-structured interviews, document analysis and non-participant observation.
Findings
Findings show that ICTs were increasingly used to codify both standardised and customised services, though in different ways. For standardised services ICTs codified the service process, making them even more rigid. Due to the dynamic nature of customised services, drawing on experts' tacit knowledge, ICTs codified the possessors of knowledge rather than the service process they undertook. This study also identified a duality between the tacit development of customised services and modular service codification.
Research limitations/implications
The model is validated using case studies from three companies in the medical and information technology sectors limiting its generalisability.
Practical implications
The importance of considering the degree of tacitness or explicitness of service knowledge is important for service codification. The paper provides managers with empirical examples of how ICTs are used to support all three strategies, allows them to identify their current position and indicates possible future trajectories.
Originality/value
The papers main contribution is the development of a model that integrates the literature on service strategies with knowledge management strategies to classify service standardisation, customisation and modularisation in terms of both service orientation and degree of ICT codification.
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Peter E. Swift and Alvin Hwang
This paper seeks to present organizational learning processes of knowledge accumulation, articulation, codification and subsequent routine development in a marketing services…
Abstract
Purpose
This paper seeks to present organizational learning processes of knowledge accumulation, articulation, codification and subsequent routine development in a marketing services organization where judgment and rules of thumb were more the norm than codified knowledge and explicit routines. The case illustrates how organizational learning through a conscious knowledge codification effort could lead to tangible benefits for consumer‐driven organizations and how heterogeneous and infrequent yet important routines can be aided by an explicit and dynamic learning process.
Design/methodology/approach
After a review of the relevant literature, a case is provided to illustrate many of the key concepts in the organizational learning literature as they are applied to a consumer package goods company.
Findings
The case study is followed by a discussion of how the organization in the case applied organizational learning processes through a knowledge clarification and codification system. The organizational learning process was enabled by contextual enablers such as leadership commitment to organizational learning, teamwork and organization‐wide participation in the knowledge articulation and codification processes, and multi‐lateral flow of information across the organization in developing the routines.
Practical implications
Implications of how companies in market‐oriented environments that often have nuanced practices and uncodified norms could utilize various organizational learning processes are discussed in the paper.
Originality/value
It is rare in the field of organizational learning to see the application of numerous learning theories in one place and one organization. Such was the case in this examination, where different roles played by different organizational components, such as support from leadership, teamwork and flexibility, organization‐wide participation, and multilateral communication, in addition to knowledge accumulation, articulation, codification, and circular learning loops were utililzed by the organization to produce marketplace success for a major consumer battery company with heterogeneous and nuanced yet important learning requirements.
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