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The purpose of this paper is to examine the impact of knowledge creation mode (e.g. goal‐driven and goal‐free) and organizational culture on knowledge creation performance in the context of high‐tech manufacturing companies having received at least 20 patents.

This paper uses an empirical study to examine the research model.

Both goal‐free and goal‐framed creation modes are more likely to support knowledge creation, while the goal‐driven mode is not likely to be favorable for knowledge creation. Manufacturing companies who are frequently looking for new ideas for product design and manufacturing technologies are more likely to adopt the goal‐free creation mode. Adhocracy culture is more likely to be a predicator of product and manufacturing creation.

This work provides policy implications for government and high‐tech industry associations. A company whose cohesion comes mainly from the task achievements is likely to emphasize manufacturing creation. Companies who would like to emphasize goal achievement with respect to creation in manufacturing should form an organizational culture with a characteristic of market competition. Also, a company with both goal‐free and/or goal‐framed creation modes is more likely to be willing to frame its strategic decisions (or goals) and then freely look for creative ways to reach the goals.

Manufacturing creation‐based companies are becoming increasingly knowledge‐sensitive as the competition becomes more intense, and thus may try multiple modes of knowledge creation to strengthen their creation capability in some areas. The research findings are quite remarkable because the impacts of culture and creation mode on creation performance are statistically examined.

The purpose of this paper is to investigate and characterise the knowledge creation process in construction organisations and explore to what extent organisations facilitate the process.

A case study approach is adopted using four construction organisations; a knowledge creation model is also used as the analytical tool.

The model successfully identifies the characteristics of the knowledge creation process and its uniqueness among the cases studied; and that conscientious effort by organisations to facilitate the process is limited.

The study is limited to intra‐firm knowledge creation.

Understanding of the knowledge creation process by organisations adopting the model is a potential platform for enhancement of the process in organisations.

The article provides the establishment of specific knowledge creation models through an empirical investigation of construction organisations.

Research on knowledge creation within eSports learning is scarce. This study extends the understanding of competition-oriented collaborative learning in eSports by examining the relationship between the dynamics of knowledge creation modes and the continuum of the motivational profile, along with the moderating effects of mutualistic co-presence therein.

Participants were recruited from the community of massively multiplayer online gamers (MMOGs). Through a quantitative survey, their motivations (i.e. self-extrinsic, self-intrinsic, peer-extrinsic and peer-intrinsic motivations), knowledge creation involvements (i.e. internalization, externalization, combination and socialization) and perception of mutualistic benefit of self and peers were captured for hypothesis testing.

Significant and positive direct relationships were observed between four motivations and four knowledge creation modes. The mutualistic co-presence positively moderated the positive relationship between the self-extrinsic, peer-extrinsic and peer-intrinsic motivations and socialization. When mutualistic self-benefit were outweighed, peer-extrinsic motivated gamers became less likely to perform internalization, whereas self-extrinsic and peer-extrinsic motivated gamers were less likely to perform combination.

This study is among the first to rationalize the relationship between motivational profile and the dynamics of knowledge creation in eSports learning. The conceptualization of the new construct – mutualistic co-presence – using the ecological concept of symbiosis is uncommon in prior literature. The findings also demonstrate that the four modes of knowledge creation in eSports learning are continuous and interwoven; they can be initiated at any point and do not necessarily occur in a specific sequence.

The purpose of this paper is to describe a framework designed to assess the capacity of a knowledge management (KM) system to facilitate new knowledge creation.

A longitudinal case study methodology, in a single company, Pratt Whitney Rocketdyne (PWR), was used to test the framework.

New knowledge creation is best supported through mature KM systems that include all four modes of knowledge creation: combination, externalization, socialization, and internalization. KM systems and environments as a whole reach maturity by progressing through stages, which is presented as a KM maturity model.

By combining Nonaka's knowledge creation theory with Wittrock's generative learning activities, the paper illuminates both the why and how of new knowledge creation, in a way that can be applied to KM technological initiatives. One of the limitations of this study is the generalizability of the findings, which may be limited by the single case study method used.

The framework provides a rubric against which both old and new KM initiatives can be assessed to determine whether they are capable of generating new knowledge. The maturity model provides a template against which organizations can map their progress towards a mature KM environment.

Much of the literature on KM systems has focused on capturing knowledge and disseminating it. Few studies have provided practical, theoretically based advice on how to create new knowledge and what aspects of information systems can facilitate that creation. The framework and maturity model can serve as guides in that process.

This paper aims to propose a new knowledge creation model called Grey SECI (G-SECI), study the knowledge creation mechanism and the relationship between knowledge creation models and innovation performance during complex product systems (CoPSs) development. Research and development of CoPSs relies heavily on knowledge creation. However, most scholars have studied CoPS innovation stages from the view of design process of system products, focussing on functional management and project management during the R&D process for CoPS. Attention is lacking with regards to the key and essence of creating a complex technology: the creation of knowledge.

Modified from the classic SECI model’s spiral process of knowledge creation, a grey-SECI (G-SECI) knowledge creation model is here proposed vis-à-vis three knowledge categories: explicit knowledge, grey knowledge and tacit knowledge. Then, this paper further analyzes the effects of knowledge creation from the perspective of individual and the view of organization. Besides, an empirical study is conducted.

Statistical analysis indicates that there are three main paths of knowledge creation: individual experience knowledge acquisition, individual communication and reflection and organizational knowledge learning. Results further suggest that knowledge internalization by practice (KIP) is the key mode of knowledge creation, as well as the most important step for high-quality CoPS performance. Moreover, individual innovation performance is influenced by knowledge internalization by reflection and KIP; and organization innovation performance is influenced by knowledge combination and knowledge systematization.

The coverage of geographical distribution is limited. Therefore, there are no data from foreign enterprises. The impact of different geographical cultures on CoPS knowledge creation model could be further investigated; in addition, the statistical analysis results of this study need to be further verified in other industries.

This paper provides a series of insights for CoPS project leaders. The results may also provide practical guidance for the related management personnel in the fields of human resource training, project planning, project quality and technology R&D in CoPS R&D management.

The paper’s main contribution is to modify classic SECI knowledge conversion model by introducing grey knowledge and build a new G-SECI knowledge creation model. Besides, the paper adds empirical evidence on the knowledge creation paths in CoPS and reveals that internalization by practice is the key mode of knowledge creation.

The purpose of this paper is to explore the relationship between knowledge creation processes and the Six Sigma approach.

An integrated Six Sigma implementation process is proposed to explore knowledge creation opportunities within a Six Sigma program. A qualitative inquiry with thematic analysis which focuses on a TFT‐LCD (Thin Film Transistor‐Liquid Crystal Display) panel manufacturer and a glass substrates manufacturer is presented in order to identify how the Six Sigma program facilitates the knowledge creation process through the socialization, externalization combination and internalization (SECI) modes, and four types of space for knowledge creation, which are viewed as the different forms of ba, as proposed by Nonaka et al. , namely originating ba, interacting ba, systemizing ba and exercising ba.

This study contributes to integrating the domains of quality management and knowledge management research. The findings demonstrate the potential mediating effect of a Six Sigma knowledge‐creating system.

This study is limited in its research methodology, and the case studies are only two empirical illustrations of many other possible implementation processes. The author does not assume that these companies are paradigms or that their specific situations are applicable to all other business enterprises.

This architecture offers an initial model for an organization that wants to facilitate knowledge creation according to the prevailing Six Sigma approach, and further proceed with its knowledge management systems implementation to encourage the management of corporate knowledge and effectively enhance competitiveness.

This paper aims to analyze how organizational conditions, technology adoption, supplier relationship management and customer relationship management affect knowledge creation through socialization‐externalization combination, internalization (SECI) modes, and various ba, as proposed by Nonaka and Konno, in a supply chain.

A qualitative inquiry with thematic analysis, which focuses on a thin film transistor‐liquid crystal display (TFT‐LCD) panel manufacturer and an integrated circuits (IC) packaging and testing manufacturer, is presented in order to identify how these key factors affect knowledge creation in a supply chain environment through the SECI modes and ba.

The results show that these critical factors facilitate different types of knowledge conversion process in order to achieve successful knowledge creation in a supply chain. Knowledge of the significant factors that were found in this study may be applicable to countries or areas such as Hong Kong, Korea, Singapore or other developing countries, whose dominant businesses are similar to the original equipment manufacturers (OEMs)/original design manufacturers (ODMs) in Taiwan.

This paper considers the case study only as one empirical illustration of many other possible implementation processes. The study does not assume that these companies are a paradigm or that the specific situation is applicable to all other business enterprises. Future researchers interested in this field are therefore encouraged to triangulate its findings by examining variables generated from this study.

This study employs a quantitative approach to investigate critical knowledge creation factors for supply chain performance. Through empirical study, a better understanding of the dynamics of knowledge creation in a supply chain can be gained.

This paper aims to examine the role of the creation task–technology fit (CTTF) in the knowledge creation performance (KCP). The creation task features represented by goal-driven, goal-free and goal-frame modes (GDM, GFM and GRM) and information and communication technology (ICT) supportive features are considered. The moderation effect of cognitive style represented by analytical and intuitive styles is explored. Contributions and implications are addressed.

The literature review on creation task, ICT, cognitive behavior and fit theory, and the research gap with respect to the antecedents of KCP are presented. The research arguments are then hypothesized and the research model developed to describe that the proposed role is examined empirically.

Research findings are obtained on the basis of the data analysis of 258 valid subjects from research institutes as well as manufacturing and service industries. The effect of CTTF on creation outcomes is significantly confirmed. The ICT supportive functions are unlikely significantly related to CTTF for the analysis-styled group, but the intuition-styled group shows a likely significance because of the different means of dealing with information and knowledge processing. The analysis-styled group disagrees with the significant link of the GDM with CTTF, whereas the intuition-styled group presents the significant effects of GDM, GFM and GRM on CTTF.

The unique features of knowledge creation differentiate it from other tasks. With respect to whether the knowledge creation task presented by goal is defined or not, and how ICT better suits the creation task features to benefit the creation outcomes are yet to be discussed. The individual cognitive style is confirmed to alternate the effect of ICT and GDM on CTTF in the proposed model. The research findings are particularly obvious because a transition gap, less covered by the literature, might exist with regard to the perception connection of knowledge creation service providers, agencies, consultants and context creators.

The purpose of this paper is to broaden the understanding of family business succession as organizational knowledge creation process.

The paper is built on organizational knowledge creation theory and reviews literature on family business succession. Four modes of knowledge conversion are followed to identify knowledge creation activities contributing to family business's knowledge base and to develop propositions.

Successful realization of succession depends not only on “traditional” knowledge creation activities of socialization and internalization, but as well as on active involvement of successor(s) in many aspects of business functioning. This contributes not only to widening successor(s) knowledge base but as well as to the firm's tacit and explicit knowledge triggering a new spiral of knowledge.

The paper limits the research on leadership succession as one of the most challenging tasks in family business's life cycle. Moreover, research findings have implications for small- and medium-sized family businesses due to the strong preference of keeping the leadership within a family.

Propositions developed provide useful cognitions to professionals and stakeholders involved in succession process. If they understand the complexity of knowledge creation process, they can stand a better chance of improving the process of successor(s)’ development and leadership transfer in such a way that family business will have better chance to survive and progress after the transition.

The research provides a comprehensive framework of knowledge creation activities during succession thus indicating the requisitely holistic approach to succession from organizational knowledge creation perspective. The study contributes to the organizational knowledge creation theory and the succession theory.

Over the last decade, the public sector of many economies has undergone various reform initiatives. A central element of these reforms is the introduction of “market‐oriented commercial practices” in the sector. Such initiatives have required public sector entities to engage in constant organisational learning processes. Using the New South Wales State mail service as a case illustration, this paper explores the “new knowledge creation” aspects of such reform initiatives. The paper explores how the State mail service underwent “new knowledge‐creation” processes as part of the commercialisation initiative. It is argued that the newly introduced commercial technologies have played a significant role in the process of creating and transferring knowledge within the organisation.