The Prospect of Knowledge ‎Creation-Laurea SIDLabs

Abstract

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.‎