The Prospect of Knowledge Creation-Laurea SIDLabs
Nyarko, Frank (2009)
Laurea-ammattikorkeakoulu
2009
All rights reserved
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-200911266180
https://urn.fi/URN:NBN:fi:amk-200911266180
Tiivistelmä
The world is now considered to be a knowledge economy in which organizations’ sharing and creation of knowledge form an important role in integration and innovation. Knowledge creation is recognized as strategically important organizational learning and innovation tool.
Knowledge can be created through a continuous dialogue process between tacit and explicit knowledge, as well as through four patterns, namely; interactions or socialization, combination, internalization and externalization. The research problem was based on the fact that knowledge can become obsolete, so it is imperative that knowledge creation and management is a continuous process enabling efficient and effective business practises. Moreover, the theoretical understanding of knowledge creation was also considered.
Laurea Service Innovation & Design Labs knowledge creation strategy is examined. The working environment and enabling conditions for knowledge creation are key factors for organisational effectiveness, as the need to adapt to external forces accelerates. The international nature of the Labs and the growing importance of research and development means Knowledge creation is a key strategic resource and core competency. Individual employees are the primary source of knowledge creation, and the nature and management of this knowledge is facilitated via regular exchanges in a variety of one to one and group formats.
This research finds that the environment supports knowledge creation and that individual employee’s are willing to share their knowledge. The working ‘spirit’ and organisational culture is a core competence. The flat hierarchy of this environment facilitates the transmission of knowledge across the organisation at all levels from management to researchers and students. Effective knowledge creation combined with effective means of dissemination indicates that Laurea SIDLab’s knowledge management policies have effective foundations.
Key recommendations include ensuring that the management hire strong knowledge based researchers by redefining the mode of recruitment. There should be more much needed support and cooperation from management to ensure that the body of knowledge is transferable to any new entrants to this environment. There should be continuity of research on the Labs knowledge management strategy to ensure best practice and that knowledge, once created, is retained.
Knowledge can be created through a continuous dialogue process between tacit and explicit knowledge, as well as through four patterns, namely; interactions or socialization, combination, internalization and externalization. The research problem was based on the fact that knowledge can become obsolete, so it is imperative that knowledge creation and management is a continuous process enabling efficient and effective business practises. Moreover, the theoretical understanding of knowledge creation was also considered.
Laurea Service Innovation & Design Labs knowledge creation strategy is examined. The working environment and enabling conditions for knowledge creation are key factors for organisational effectiveness, as the need to adapt to external forces accelerates. The international nature of the Labs and the growing importance of research and development means Knowledge creation is a key strategic resource and core competency. Individual employees are the primary source of knowledge creation, and the nature and management of this knowledge is facilitated via regular exchanges in a variety of one to one and group formats.
This research finds that the environment supports knowledge creation and that individual employee’s are willing to share their knowledge. The working ‘spirit’ and organisational culture is a core competence. The flat hierarchy of this environment facilitates the transmission of knowledge across the organisation at all levels from management to researchers and students. Effective knowledge creation combined with effective means of dissemination indicates that Laurea SIDLab’s knowledge management policies have effective foundations.
Key recommendations include ensuring that the management hire strong knowledge based researchers by redefining the mode of recruitment. There should be more much needed support and cooperation from management to ensure that the body of knowledge is transferable to any new entrants to this environment. There should be continuity of research on the Labs knowledge management strategy to ensure best practice and that knowledge, once created, is retained.