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This study developed a systematic measurement scale for the organizational knowledge creation practices. The authors used five knowledge creation phases – sharing tacit knowledge, creating concepts, justifying concepts, building prototypes, and cross‐leveling knowledge – from Nonaka et al.'s knowledge conversion theory as the theoretical foundation.

A total of 914 survey responses collected from 14 for‐profit Korean business organizations representing the country's leading businesses were used to examine the factor structure of those five phases, using exploratory factor analysis (EFA) and confirmatory factor analysis (CFA).

Results confirmed that the current version of knowledge creation practice measurement, which has five sub‐dimensions along with ten items, is valid and applicable specifically in the Korean for‐profit business context in terms of the psychometric properties of the measurement and measurement factor structure.

The generalization issue still remains one of the research limitations because all data sets were collected from Korean business organizations. More sample diversity needs to be considered for further research in terms of cross‐cultural comparison research, which could strengthen the validity of the current developed measurement.

From the practical standpoint, organizations can utilize this measurement to diagnose their status of knowledge creation, at team and organization levels.

This measurement could promote more dynamic research on areas of knowledge creation in terms of valid and economic size of measurement. From the practical standpoint, organizations can utilize this measurement to diagnose their status of knowledge creation at team and organization levels.

The purpose of this paper is to develop and validate a measurement tool for assessing organizational knowledge creation practices based on the socialization, externalization, combination, and internalization (SECI) processes of the knowledge creation theory.

Data were collected from a sample of 455 knowledge workers from four Korean for‐profit organizations, utilizing a systematic procedure, which includes: initial item and domain development based on a comprehensive literature review, reliability assessment and item deduction, and construct validity and psychometric property assessment.

Results show that 17 items related to individual and team members' practices of acquiring and sharing knowledge in organizational contexts measure the four domains of SECI knowledge creation practices.

Although samples from Korean business settings indicate a limited generalizability, this study's theory‐grounded item specification and systematic procedure of scale development (i.e. descriptive statistics, reliability and inter‐correlation analysis, exploratory and confirmatory factor analysis using the random split method) can be replicated in future similar studies or scale development research.

Scores at the individual, group, or firm level can be utilized for comparison or development purposes to promote the collaborative knowledge creation practices in organizations.

This paper aims to refine cross-organizational knowledge creation theory by exploring the knowledge conversion process of University-Industry (U-I) collaboration in Chinese aerospace industry. An ancient Chinese philosophy named I-Ching is also introduced to illustrate dynamics of knowledge creation to achieve enlightenment.

To describe the knowledge conversion tendency, a theoretical framework is developed by reference to Boisot’s (1995) Information Space. The application of the framework is described in the in-depth case study of micro-electrode manufacturing for aerospace vehicles. The dynamics of each stage in knowledge conversion is investigated with the implications from I-Ching.

Analysis of the results suggests that seven certain stages can be especially indicative of cross-organizational knowledge creation, namely: demand codification; knowledge gain; knowledge digestion; knowledge sharing; knowledge propagation; knowledge spillover and knowledge degeneration. A knowledge gain, digestion, sharing and propagation (GDSP) knowledge creation theory is developed accordingly. The form of knowledge in different stages is variable, the change among various forms is effectively explained by I-Ching.

There is clearly a strong requirement to test the framework further with other cases, such as sampling cases from different industries and of different firm scales. Besides, the knowledge creation processes on the organizational level and the individual level are quite different, which call for further study.

First, the theory helps firms to get a better understanding of the nature of U-I collaboration, that is to say, knowledge creation. That will, in turn, power the firm to take the initiative to participate in knowledge creation activities. Second, the illustration through I-Ching provides reasonable and easily understandable interpretations for Chinese corporate managers and executives. Traditional Chinese culture will be beneficial to make U-I collaborations more efficient and effective in China.

A new “GDSP knowledge creation theory” which enriches and advances the typical socialization, externalization, combination and internalization (SECI) knowledge creation theory in some aspects is proposed. The theory is deeply grounded in Chinese culture. Furthermore, the conversion of different knowledge forms in the theory is considered from a totally new perspective of ancient Chinese philosophy: I-Ching.

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.

This study explored the relationship between employees' cognitive capabilities and firm performance by exploring the moderating role of decision-making style and the mediating effect of knowledge creation. Understanding the role of cognitive capabilities in value creation is crucial for human resource management to achieve the anticipated organizational performance.

Structural equation modeling, cognitive skills theory, cognitive skills acquisition theory and a knowledge creation framework were applied.

The first finding suggests that only A-shaped skills predict higher knowledge creation, while T-shaped skills do not. Second, knowledge creation predicts higher financial performance and a lower level of financial uncertainty. Third, T-shaped skills have no indirect effect on financial performance or financial uncertainty. Fourth, A-shaped skills exerted significant indirect effects on financial performance and uncertainty. Fifth, the rational decision-making style did not moderate the link between knowledge creation and financial performance, as opposed to the intuitive decision-making style.

A review of existing research indicates a lack of studies examining the effect of cognitive skills on organizational outcomes and contingencies under which cognitive skills lead to superior outcomes. This study advances research on T-shaped and A-shaped skills and knowledge creation by empirically exploring their interrelationships with financial performance. Managerial implications and suggestions for future research are also highlighted.

Bearing in mind reviews of the existing corporate management leadership theory, this chapter presents a theoretical framework of holistic leadership for top and middle management as well as the staff for strategically promoting knowledge creation activities in companies in industries with rapidly changing competitive environments. “Holistic leadership” here refers to leadership with characteristics that allow for the coexistence of centralized leadership, distributed leadership, and dialectical leadership and their dynamic application according to circumstances by practitioners at each management level (top management, middle management, and staff) of the three practice layers, that is, the formal organizational layer, the psychological boundary layer, and the informal organizational layer. This new theoretical concept of leadership has been derived a posteriori from existing theory and cumulative fieldwork by the author to date.

Being mindful of the importance of organizational structure and organizational culture for knowledge management in companies, the purpose of this study is to investigate the organizational prerequisites for creating and sharing knowledge. The goals are to determine whether and to what extent the attributes of organic structure contribute to the creation and sharing of knowledge and to show that an organizational culture which supports knowledge stimulates the processes of knowledge creation and sharing.

The data for the empirical study was obtained through a survey of 150 respondents, employed in 30 companies from several industries, in the Republic of Serbia. The questionnaire was adapted to the needs of the study and was developed based on the theoretical knowledge and findings of several previous studies on processes of knowledge creation and knowledge sharing. A regression method was used to test all hypotheses.

The results show that both the organic structure and the organizational culture that support knowledge have positive effects on knowledge creation, while knowledge sharing is positively influenced only by the knowledge supporting culture of an organization.

This study contributes to organization studies and knowledge management theory because of the holistic approach taken with regards to the issue involved and the fact that it takes into account a large number of the significant characteristics of organizational structure and culture that are relevant to knowledge management processes. The findings could prove useful to managers when structuring an organization and shaping its culture to enhance knowledge management.

Despite the importance of evidence-based practice, the translation of knowledge into quality healthcare continues to be stymied by an array of micro, meso and macro factors. The purpose of this paper is to suggest a need to consider different – if not unconventional approaches – like the role of positive emotion, and how it might be used to promote and sustain knowledge translation (KT).

By reviewing and coalescing two distinct theories – the broaden-and-build theory of positive emotions and the organisational knowledge creation theory – this paper presents a case for the role of positive emotion in KT.

Theories pertaining to positive emotion and organisational knowledge creation have much to offer KT in healthcare. Three conceptual “entry points” might be particularly helpful to integrate the two domains – namely, understanding the relationship between knowledge and positive emotions; positive emotions related to Nonaka’s concept of knowledge creation; and the mutual enrichment contained in the parallel “upward spiralling” of both theories.

This is a conceptual paper and as such is limited in its applicability and scope. Future work should empirically explore these conceptual findings, delving into positive emotion and KT.

This is the first paper to bring together two seemingly disparate theories to address an intractable issue – the translation of knowledge into quality healthcare. This represents an important point of departure from current KT discourse, much of which continues to superimpose artefacts like clinical practice guidelines onto complex healthcare context.

The purpose of this paper is to provide an example of how an apparently incongruent combination of organizational variables can have a positive effect on innovation through knowledge creation.

Based on previous theory, four original hypotheses were developed and later tested with empirical data collected from 125 research and development organizations in Japan, using analysis of variance and regression analysis.

Managerial influences and resources can significantly interact to generate a combined impact on the knowledge creation capability of organizations, which in turn is positively associated with their innovation performance. In particular, long‐term managerial influences were found to have a greater impact on knowledge creation when combined with knowledge‐exploitation resources. Synthesizing short‐term managerial influences with knowledge‐exploitation resources is not better than combining them with exploration resources. This holds true especially for organizations of small and medium size.

This study only evaluates one case of many possibilities of seemingly antithetical combinations that can also have a beneficial impact in organizations. A larger and diverse sample, together with enhanced dimensions of managerial influences and organizational resources can make this study's implications much more universal.

An ingenious and purposeful synthesis of organizational variables conventionally seen as incompatible and contradictory can in reality benefit organizational goals related to knowledge creation and innovation.

This study puts forward a unique framework and perspective highlighting the importance of combinatory effects and the management of duality in organizations.

This paper aims to investigate knowledge creation in the context of knowledge-intensive business processes (KIBPs) and seeks to identify the challenges and opportunities associated with this phenomenon.

This study used a grounded theory approach to develop a framework based on 30 interviews across three different types of organizations.

The findings argue knowledge creation in the context of KIBP is negatively influenced by the lack of support for process-competency requirements within knowledge-intensive (KI) processes. These process-competency requirements center on the ability to effectively engage with the process, develop reasoning skills to handle KIBP and gain a higher-level perspective of the KIBP within the organization.

For practitioners, the opportunity exists to explore their organizational influences on the process-competencies to reduce the negative impact of any gaps identified within their KIBPs.

Although previous studies explore knowledge creation in a broad sense, this paper examines the phenomenon specifically within the context of KIBPs and analyze the potential for organizations to enhance their knowledge creation initiatives in this context.