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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.

Research in business processes has been developed around a disciplinary approach toward the production of traditional knowledge, known as Mode 1. The problems studied with this approach are solved in a context in which academic knowledge prevails, with no major concerns regarding its practical applicability. Thus, the purpose of this paper is to propose a structure for knowledge production based on Mode 2 for business process researches.

A bibliometric research was conducted to define and conceptualize the classes of disciplinary problems, by assessing the years 2007-2012 of the Business Process Management Journal publications.

A framework for the Mode 2 knowledge production was proposed in the development of research in business process and conceptualized classes of problems related to this issue.

This work was carried out with specific focus on research in business process, so the defined classes of problems cannot be generalized.

The studies identified by this research are in the form of a disciplinary approach toward the production of traditional knowledge, known as Mode 1. This paper aims to fill the gap of a transdisciplinary production of knowledge and practical application, known as Mode 2 in the context of business process.

The purpose of this paper is to investigate the role of the modes of organizing the technological knowledge (make, buy and hybrid organization) in the decision to innovate the production process.

The study first develops a conceptual framework drawing the concept of mode of organization from the Transaction Cost Economics. The three research questions are coherently formulated which concern: the influence of the modes of organization on the decision to innovate and to invest in supporting instruments; the variability of this influence and the complementarity degree between the decision to innovate and to invest. The empirical analysis is carried out with respect to the olive oil sector considering a representative sample of olive millers (Umbria, Central Italy) and a complementary accidental sample drawn from an existing database.

The main results of the study provide evidence for the role of modes of organization in the knowledge acquisition finalized to the process innovation. The role of the “buy” option is important, while the collaboration – the “hybrid” organization – seems to influence strongly the innovation and the related investment decision. The important role of the information sources appears effective and articulated. Finally, despite the great economic importance of the quality requirements, the millers appear to be more sensitive to the difficulties to build up a clear process vision in terms of technology.

The main limitation of the study is that it refers to a specific supply system including small enterprises and does not account for the pattern of innovation in other olive oil production systems. Moreover, one of the samples that was observed and analyzed is accidental in nature and does not allow a clear and robust comparison for the representative sample.

The findings of this study can contribute to the identification of organizational constraints to the rate on process innovation.

The originality of the study is based on the main focus, i.e. the attention to the role of the modes of organization in the decision to innovate, which provides complementary information to the extant literature on the choice of modes of organizing the technological knowledge acquisition. Moreover, the conceptual framework and findings are connected to the current research on the variety of the agribusiness organizations which is still a partially explored field of inquiry.

In this study, Nonaka and Takeuchi’s socialization, externalization, combination and internalization (SECI) model of knowledge creation is used to gain insight into the process of knowledge creation in data teams. These teams are composed of school leaders and teachers, who work together to improve the quality of education. They collaboratively create knowledge related to data use and to an educational problem they are studying. The paper aims to discuss these issues.

A qualitative micro-process case study was conducted for two data teams. The modes, transitions and content of the knowledge creation process were analyzed for all data team meetings over a two-year period. In addition, all team members were interviewed twice to triangulate the findings.

Results show that the knowledge creation process was cyclical across meetings, but more iterative within meetings. Furthermore, engagement in the socialization and internalization mode provided added value in this process. Finally, the SECI model clearly differentiated between team members’ processes. Team members who engaged more often in the socialization and internalization modes and displayed more personal engagement in those modes gained greater and deeper knowledge.

The SECI model is valuable for understanding how teams gain new knowledge and why they differ in those gains.

Stimulation of active personal engagement in the socialization and internalization mode is needed.

This is one of the first attempts to concretely observe the process of knowledge creation. It provides essential insights into what educators do in professional development contexts, and how support can best be provided.

This paper aims to theoretically investigate a knowledge management model from the combined perspective of knowledge acquisition and knowledge application and its effect on organizational performance.

This study reviews prior research on knowledge acquisition and knowledge application, puts forward the concepts of “the extensiveness of knowledge acquisition” and “the concentration of knowledge application” and more importantly proposes an integrated model by combining these two dimensions. Four case examples of enterprises are subsequently described and analyzed to illustrate the sources of knowledge acquisition, the objects of knowledge application and their influences on organizational performance.

Four knowledge management modes and their impacts are confirmed in this study. Specifically, the organization of the turbojet engine mode (high extensiveness of knowledge acquisition and high concentration of knowledge application) can achieve good performance. The pipeline mode (high extensiveness of knowledge acquisition and low concentration of knowledge application) is the second, which has limited influence on good organizational performance. Organizations with the flashlight mode (low extensiveness of knowledge acquisition and high concentration of knowledge application) can achieve limited performance under the appropriate environment. The candle mode (low extensiveness of knowledge acquisition and low concentration of knowledge application) is the worst, performance of which is poor due to the break of the knowledge chain.

This paper holds that organizations should actively use the turbojet engine mode, adopt the pipeline mode and the flashlight mode cautiously, and avoid falling into the candle mode.

To the best of the authors’ knowledge, this study is among the first to propose the concepts of “the extensiveness of knowledge acquisition” and “the concentration of knowledge application,” and provides a combined model for analyzing differences in organizational performance from the perspective of knowledge.

To show how the stories told by people in organisations need to be reckoned with in order to give change a chance.

The paper's approach is a case study and analytical approach to storytelling.

Stories are told from different perspectives, related to what needs to be achieved by the audience.

The scope of the paper is framed by the analytical approach to storytelling which in this case is related to learning modes.

Organisations that are open for change need to give room to individual voice/stories in order to live up to the possibilities of change.

Stories do not always address an audience that is supposed to hear the story; they can get out of control.

The purpose of this paper is to investigate the impact of exchange modes – negotiated, reciprocal, generalized, and productive – on inter-employee knowledge sharing.

Based on the affect theory of social exchange, a theoretical model was developed and empirically tested using a survey of 691 employees from 15 North American credit unions.

The negotiated mode of knowledge exchange, i.e. when a knowledge contributor explicitly establishes reciprocation conditions with a recipient, develops negative knowledge sharing attitude. The reciprocal mode, i.e. when a knowledge donor assumes that a receiver will reciprocate, has no effect on knowledge sharing attitude. The generalized exchange form, i.e. when a knowledge contributor believes that other organizational members may reciprocate, is weakly related to knowledge sharing attitude. The productive exchange mode, i.e. when a knowledge provider assumes he or she is a responsible citizen within a cooperative enterprise, strongly facilitates the development of knowledge sharing attitude, which, in turn, leads to knowledge sharing intentions.

To facilitate inter-employee knowledge sharing, managers should focus on the development of positive knowledge sharing culture when all employees believe they contribute to a common good instead of expecting reciprocal benefits.

This is one of the first studies to apply the affect theory of social exchange to study knowledge sharing.

This paper aims to focus on the production and application of seven knowledge production Modes in support of continuous innovation societies (CIS).

Seven tertiary educational archetypes are constructed as engines for creating and supporting CIS, with attention to the modal types of knowledge that each produces together with markets for this knowledge.

The most important “on the horizon” type of knowledge identified for the future of tertiary education is Mode III, or knowledge produced by and for the individual. The division of knowledge production is projected within tertiary education through leadership or lagging indicator choices, and the associated roles of faculty, students, and stakeholders.

Special emphasis is placed on the future of leapfrog campus, or the campus capable of, or aspiring to, new leadership status in support of CIS.

While the importance of “science and technology-based innovation” (STI) and “doing, using and interacting-based innovation” (DUI) innovation modes in firm innovation performance has been well-established, little is known about how they affect the innovation performance of young firms. The author examines the most effective innovation mode and boundary conditions for the innovation performance of developing companies.

The author tests the two modes of innovation using data from 159 young firms in China.

The author’s analysis indicates that a higher level of DUI innovation mode is more relevant to the innovation performance of newly established enterprises. Moreover, the effectiveness of the innovation mode is bound by the networks in which the company operates and interacts. The effectiveness of STI and DUI innovation modes is enhanced when there are high levels of innovation and business network interconnectedness from the technology network partner.

These findings have important implications on innovation research as they highlight the joint effects of innovation modes and quality of network ties on young firms seeking to improve their innovation performance.

STI and DUI innovation modes represent different forms of innovation activities that may affect the knowledge and resources of young firms used to improve innovation performance. Knowing this can help young firms to choose effective innovation mode.

This study makes three contributions. The first is to pay specific attention to the neglected topic of the influence of STI and DUI innovation modes on innovation performance of young firms. Understanding that the two innovation modes offer different methods of gaining knowledge and resources can help young firms choose an effective innovation mode for their business; Second, the author examines the boundary conditions of the effectiveness of innovation modes. Specially, the author examines the moderating role of external networks, which can help clarify conflicting results in this regard. 10;The third contribution is to investigate the importance of network relationships for innovation activities moving beyond the extent of network relationships to instead consider the ability of those relationships to expose a firm to innovative techniques and methods.

The past decade has witnessed a surge in research focused on universal career development needs. In contrast, the purpose of this paper is to offer a contingency perspective based on self-efficacy theory by examining the relationship between the employees’ perceived mode of employment and expectations of career development opportunities attached to the employer. The authors hypothesized that perceived mode of employment determines employees’ expectations about receiving career development opportunities offered by the employer.

Responses from 203 banking employees were obtained through a structured questionnaire. Perceived employment mode was identified through Ward’s method of cluster analysis. The proposed hypothesis was tested by using one-way analysis of variance.

Employees across all modes of employment (knowledge-based, job-based, contract-based and alliance-based) were found to be similar with respect to their need for career development programs. However, employees positioned in knowledge-based and alliance-based modes were also interested in career appraisal and career training.

The study contributes to the existing body of knowledge on career management by imparting preliminary insights into the way employees’ expectations of organizational career management opportunities vary according to their perceived mode of employment based on self-efficacy theory.