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The paper seeks to provide a theoretical contribution to the current phase of the knowledge creation theory of knowledge management (KM) by addressing the need for a paradigm shift and having more ontological and epistemological discussions.

The proposed “becoming to know” framework builds on the KM literature review and on the study of learning, knowing and becoming concepts from several perspectives. Both conceptual and empirical research papers contribute to the framework.

The paper presents the challenges of KM; it identifies five phases of the knowledge creation theory development through 1995‐2008; it summarizes the main criticism against the theory; and it proposes the “becoming epistemology” concept and the “becoming to know” framework. The main elements of this framework are: engaging, exploring, experiencing, emerging, enabling and evolving.

Study of the KM literature reveals several other challenges that are not addressed here and could provide opportunities for researchers. The paper calls for more discussions regarding the paradigm shift and for more attention to the participative research paradigm, as well as action and case study research in KM.

Drawing on the participative paradigm, epistemology of practice, extended epistemology, transformative teleology, becoming ontology and on concepts of learning, knowing, and becoming, the proposed framework illustrates the dynamic, iterative, interactive interplay and evolution of ontological and epistemological knowledge creation spirals that is the essence of the knowledge creation theory.

The purpose of this study is to gain a better understanding of the factors that influence the innovative power of organisations. The concept of innovation and innovative power was examined by analysing the relationship between the construct of the learning organisation, knowledge organisation and innovative organisation, and has resulted in an innovation process model. This model consists of three processes: knowledge creation, innovation and learning to learn. The factors that might influence this cycle are: added value for stakeholders, leadership, climate, structure and strategic alignment.

This is an exploratory study that was conducted at Océ Technologies in The Netherlands.The case study consisted of a qualitative and a quantitative stage and comprised a selection of two innovation projects separated in time. The purpose of the first phase was to collect information about the innovation spiral, through interviews with members of three divisions in each innovation process. After this, a survey was designed and sent to all employees and managers of the three divisions involved in the two innovation cases.

On the basis of a data analysis, factors explaining variance in terms of innovation, learning and knowledge creation were identified. If innovation is discontinuous, the innovation spiral is not valid; if innovation has a strength in critical reflection on cases from the past to mould the future, the model has some explanatory power.

Using a survey technique to retrieve data from a current innovation experiment has a set of possible risks like maturation, forgetting, selection and a different context. Reflection and reconstruction, however, are the only possible means to achieve this. A case study does not guarantee generalisation of results.

By studying the model and the factors that can influence them, organisations understand that it is necessary to integrate their initiatives in organisational learning, knowledge creation and innovation for the benefit of the organisation, to find a better way to adjust to discontinuous change and finally gain innovative power.

How people learn and create knowledge together through interactions in communities of practice (CoPs) is not fully understood. The purpose of this paper is to create and apply a model that could increase participants' consciousness about knowledge creation processes.

This four‐month qualitative research was conducted as action research (AR). Data were collected through participative inquiry.

Drawing on current developments in the knowledge creation theory of knowledge management (KM) and taking the collaborative learning approach (CLA), the model of collaborative knowledge creation process (CKCP) is constructed and applied. It brings structure into highly unstructured human processes of knowledge creation and helps participants to understand what they are doing and why.

It is difficult to assess the quality, validity and objectivity of the data as the researcher was a member of the community. Further research could address the role of diversity and social context, and the formation of the community identity.

Members of this specific community (i.e. managers, teachers, students, and experts) reflected that the implemented way of learning helped them to realize the importance of interactions, exchanges, and collective experiences in community knowledge creation.

Applying AR is rather exceptional in KM. However, it proved to be a good way of experiencing knowledge creation processes in communities. The novelty of the study is in contributing to the KM theory by opening the black box of community knowledge creation by demonstrating in practice how people interacted and created knowledge in a specific community.

Knowledge creation has received substantial attention by researchers, ever since the Socialization Externalization Combination Internalization (SECI) process was introduced. Learning Transfer System Inventory (LTSI) focuses on learning transfer and has been validated across many countries. The purpose of this paper is to explore the theoretical underpinnings between LTSI and SECI, and LTSI’s role in knowledge amplification as part of the organizational knowledge creation spiral.

The literature on organizational learning, SECI and LTSI is studied, as well as a detailed review of the LTSI constructs as it relates to SECI is completed.

Both SECI and LTSI emphasize the substantial interplay between explicit and tacit knowledge as the basis of knowledge interchange. The result of this research is a theoretical framework combining LTSI and SECI that can help understand knowledge transfer in terms of interplay of explicit and tacit knowledge and LTSI’s role in knowledge amplification as part of organizational knowledge creation.

It is proposed that LTSI can potentially be used to gauge the propensity of an organizational environment to create and transfer knowledge ontologically, as well as adopt knowledge management systems. The LTSI constructs into basic knowledge interactions (various combinations of explicit and tacit knowledge conversions) are categorized thus helping practitioners analyze the basic building blocks of learning transfer and knowledge creation. The theoretical association of the two frameworks paves the way for more empirical validation of the SECI model potentially.

This paper is an original attempt to associate SECI with LTSI.

The purpose of this paper is to, first, investigate the cultural attributes of organizations that may have an effect on knowledge‐related activities. Second, to build a case based on the literatures of knowledge management and learning which suggests that the phenomenon of cooperative learning may serve as an indicator of the existence of knowledge‐related activities such as knowledge creation and knowledge exchange. Finally, the paper seeks a better understanding of the linkages between these attributes and individual characteristics related to the development and transfer of knowledge throughout the enterprise, and ultimately, the organization's work products.

The approach of this study consists of two phases: first, development of a conceptual model based on the literature. Second, the hypothesized research model is presented and empirically tested by utilizing multiple regression analysis and simple regression analysis to investigate the climate of organizations, in order to understand the linkage between a set of organizational and individual characteristics and knowledge‐related activities found in cooperative learning groups and the resulting work outcomes. Data were collected from teams of information systems (IS) knowledge workers based at the information technology centers located in Jordanian universities. In total, 152 IS professionals from 15 system development teams across 12 universities participated in this study.

The survey instrument was shown to be both reliable and valid. Pertinent statistical analyses were then performed. The overall results from the empirical assessment were positive, thus reflecting the appropriateness of the proposed research model and hypotheses.

The findings of this study have implications for both academicians and managers who are interested in better understanding the nature of knowledge creation and knowledge exchange, as well as better understanding how one might prescriptively facilitate increased levels of knowledge creation and dissemination, organizational learning, and employee performance and satisfaction.

This study is probably one of the first to hypothesize a research model that integrates organizational climate, knowledge processes, cooperative learning and knowledge outcomes, then empirically investigate the relationships between these constructs.

The paper aims to focus on the definition, meaning and functions of knowledge innovation culture (KIC) of libraries, its influencing factors and some strategies to develop it.

The paper gives a definition of KIC, discusses its meaning and functions, analyzes several influencing factors, and suggests some strategies and provides a case study.

The paper finds that the KIC of libraries is a kind of value, behavior and institutional system, which gains competitive advantages and sustainable development of libraries through knowledge creation. This kind of culture is different form traditional library culture and has several specific functions. Some factors like environment, resources and business may affect the development of KIC of libraries. Therefore, it is necessary for libraries to establish environment beneficial to knowledge innovation, enhance trust and cooperation within staffs, create a kind of learning culture, shape knowledge‐based team organization, enhance human resource development and cultivate knowledge innovation talents in order to build up KIC of libraries.

The paper demonstrates how libraries can develop KIC.

This chapter deals with teaching and learning knowledge creation in higher-education institutions (HEI) via collaborative writing. The challenge of HEIs is that teaching should build capabilities that enable learners to make use of and advance academic knowledge while simultaneously developing skills relevant for the future work life. In practice, teaching at university is often disconnected from authentic work life and the tasks are far more simplified than those in the future jobs. Therefore, to address the challenge HEIs face, this chapter focusses on knowledge creation, expanding it from bounded-learning communities to online communities in social media. In online communities, it is intrinsic to act and think globally, as demanded by the new imperative. This chapter portrays the case of one knowledge management course at an HEI in which the syllabus included collaborative writing for both a bounded-learning community and the online community of Wikipedia. The student group was multidisciplinary and multicultural, with both classroom learning and distance learning options available. The research material, analysed with qualitative methods, consisted of pre-course and anonymous post-course feedback surveys, as well as learning diaries. The results show that although prior to the course many students held a prejudice and lacked knowledge about social media as part of knowledge management, they expressed they had had eye-opening learning experiences because of the expanded learning community from the traditional bounded to the online community. Based on the results of the study and the experience of teachers, recommendations are given for developing learning activities of knowledge creation in HEIs.

This paper aims to report on case-study research that explores the role of leadership practices, in particular, in enhancing the capacity of an enterprise to learn to create new value from a diverse range of sources. The capacity to sustain value creation over time, and across turbulent environments, increasingly differentiates enterprise performance. Under the umbrella term of “dynamic capabilities”, a range of practices have been identified in the literature as contributing to an enterprise’s ability to learn to perform this task successfully.

The paper is based on case studies of three enterprises whose founders have sustained the creation of new value for customers over decades. Through a series of unstructured interviews with each founder, the tacit knowledge gained from years of learning how to create, and re-create, value, is made explicit through hermeneutic analysis of the interview transcripts.

The data identify four key areas of leadership practice that underpin the capacity to learn to continuously create new value over significant periods of time. The most important of these are the social practices that generate and leverage the intangible capital resources (in particular, the resource of trust) that underpin the collaborative learning on which value creation processes depend.

As interpretive research, the knowledge accessed through this research is context-dependent and cannot be readily generalised. The validity of the knowledge is high, however, as the epistemological and ontological assumptions of the interpretive research paradigm recognise the political nature of organisations and, thus, of learning and value creation. As such, the knowledge generated by the case analyses offers a rich alternative perspective on the issue under research.

The cases illuminate the nature of learning that supports continuous value creation in enterprises. Such learning is framed by several leadership practices that enable the self-reflexivity that underpins the continuous conversion of action-generated tacit knowledge into more strategically useful explicit knowledge. At the core of these leadership practices is stakeholder collaboration and intellectual humility.

The results show that learning to create sustainable value over time and diverse contexts, has a socio-political dimension in that it depends heavily on generating and leveraging the intangible resources (such as trust, commitment, ideas) that reside within social relationships.

The research is located within the interpretive research paradigm and thus offers an alternative view to that of conventional positivist research. Furthermore, the results indicate that learning is a strategic priority in rapidly changing environments and, thus, is a key leadership responsibility. Furthermore, the results show that value creation is a collaborative stakeholder achievement.

This paper aims to raise the question of how to organize for learning and knowledge creation at work, and in particular whether intervention and facilitation may obstruct or ease these processes. Learning and knowledge creation are often seen to be hindered by lack of interaction and meeting places, and a project may offer such a meeting place. The purpose of the paper is to show that in spite of being a top‐down organized project, this project still forms a space for learning with features of a community of practice.

The study is a longitudinal case study of a project within one ward in a hospital. Data were constructed from observation, interviews and informal conversations; supplied by document studies of reports and minutes from meetings in the project group.

Findings from this study indicate that through facilitation of a project embedded in a single department, a hospital unit, a space for learning and knowledge creation is created. This learning space has features of a community of practice due to the embeddedness of the project and in spite of the alienating nature of the project task. As a consequence, practice is changed.

This paper concludes that projects can provide a field for learning and knowledge creation, and that organization and controlling structures do have a facilitating effect. This means that projects as a knowledge management tool can be useful.

This paper addresses how a top‐down project can work as a learning space and be a source of changes in practice. It is of value since projects are increasingly used as a tool to organize work also in public organizations like hospitals.

Most academic work usually explains organizational learning as a simple translation of individual learning. To fill this gap, this article focuses on the analysis of organizational learning as an iterative process in which group learning level is important. In this way, the model of organizational learning and knowledge generation presented in this article integrates the ontological and epistemological dimensions of knowledge and may be useful for knowledge management in organizations.