Knowledge Creation and Culture
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This paper discusses how culture plays an important role in the success of the knowledge creation process. In particular, it looks at how culture affects three methods of knowledge creation - fusion, networking, and adaptation and determines what type of environment would be optimal for each tactic. The paper contends that because of the tremendous importance of active knowledge creation in today's business world, companies would greatly benefit from actively leveraging their culture to foster optimal knowledge creation outcomes via such methods as fusion, networking, and adaptation.
From the Paper:"This tactic of knowledge development refers to the often informal process whereby company's managers and/or employees come together and share information, resulting in creation of new knowledge. Informal networks, such as two managers meeting on a plane to a conference or a group of employees at the local lunch spot, have the potential of creating tremendous knowledge. However, due to the fact that this knowledge is often created in small increments at a time and due to the casual nature of the process, the newly created information tends to get lost easily. To ensure optimal use of networking, it has been suggested that companies establish an environment where "professional knowledge editors" facilitate and record the created knowledge (Devenport, Prusak, 66)."
Sample of Sources Used:
- Devenport, Thomas H., and Laurence Prusak. Working Knowledge: How Organizations Manage What They Know. Harvard: Harvard Business School Press, 1998.
- Nonaka, Ikujiro. "The Knowledge Creating Company." Harvard Business Review Nov-Dec 1991: 1-9.
Cite this Research Paper:
Knowledge Creation and Culture (2010, February 18) Retrieved April 19, 2019, from https://www.academon.com/research-paper/knowledge-creation-and-culture-118712/
"Knowledge Creation and Culture" 18 February 2010. Web. 19 April. 2019. <https://www.academon.com/research-paper/knowledge-creation-and-culture-118712/>