[Deutscher Titel: Technovation, 28 (4), 2008 – interessante Artikel]
Relationships between knowledge inertia, organizational learning and organization innovation 183-195
Shu-hsien Liao, Wu-Chen Fei and Chih-Tang Liu
- Abstract: Both as power and a resource, knowledge is a significant asset both for individuals and organizations. Thus, knowledge management has become one of the important issues for enterprises. However, when facing problems, people generally resort to their prior knowledge and experience for solutions. Such routine problem-solving strategy is termed “knowledge inertia”. This study aims to establish the constructs of knowledge inertia and examine the relationships between knowledge inertia, organizational learning and organizational innovation. Structural equation modeling is employed to discuss the degree of influence each construct has on each other and whether their relationships vary in different organization types. A questionnaire survey was conducted to collect data from government organizations as well as state-run and private enterprises. A total of 485 valid responses were collected. Our results reveal that knowledge inertia comprises both learning inertia and experience inertia. The relationships between the three variables are as follows. First, knowledge inertia exerts a mediating effect on organizational innovation through organizational learning. Second, when a firm’s members have either less learning inertia or more experience inertia, the performance of the organizational learning will be better.
- Keywords: Knowledge inertia; Organizational learning; Organizational innovation; Principal analysis; Structural equation modeling
- DOI: http://dx.doi.org/10.1016/j.technovation.2007.11.005
Processes of knowledge creation in knowledge-intensive firms: Empirical evidence from Boston’s Route 128 and Spain 222-230
Gregorio Martín-de-Castro, Pedro López-Sáez and José E. Navas-López
- Abstract: The capability to create and apply new knowledge is considered as one of the main sources of the competitive advantage of the firm. This has produced an enormous interest in knowledge, lots of theoretical models, and abundant literature that tries to test knowledge creation processes. Nevertheless, theoretical frameworks still need from additional empirical evidence in order to strengthen the main concepts in this field. In this vein, taking as starting point the well-known SECI model [Nonaka, I., 1991. The knowledge-creating company. Harvard Business Review 69, 96–105; Nonaka, I., Takeuchi, H., 1995. The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation. Oxford University Press, New York], and gathering data from knowledge-intensive firms with a survey, this paper provides two empirical tests with firms from the Boston’s Route 128 and from Spain, in order to describe their particular and real knowledge creation processes in comparison to the SECI model. Findings reveal that there is no a generally and unique way of learning, but knowledge creation seems to be conditioned by context-based considerations. Cultural, geographical, and cluster-based arguments reveal that knowledge creation processes can be a socially constructed true.
- Keywords: Knowledge creation processes; High-tech firms; Knowledge-intensive firms; Knowledge-based view
- DOI: http://dx.doi.org/10.1016/j.technovation.2007.10.002
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