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Knowledge Development and Management - Coggle Diagram
Knowledge Development and Management
Knowledge Management Methodologies
Applied Research in Organizational Contexts
Strategic tool → improve processes, human dynamics, KM systems.
Focus: problem-solving + practical use (not only theory).
Identify organizational need/problem.
Define clear & relevant objectives.
Choose methodology: quantitative / qualitative / mixed.
Plan data collection (surveys, interviews, observation, documents).
Establish evaluation indicators.
Key factors: ethics, confidentiality, participation, contextual adaptation.
Researcher skills: empathy, active listening, change management
Empirical Studies on Organizational Knowledge
Observe & measure how knowledge is created, shared, stored, used.
Methods: surveys, focus groups, case studies, interviews.
Contributions
Knowledge = strategic asset > material resources.
Different forms: technical, practical, relational, symbolic.
Leadership, culture, structure, tech influence knowledge flow.
Barriers: fragmented info, resistance to change, low trust, no incentives.
Solutions: communities of practice, repositories, mentoring, training, collaborative tech.
Result: context-relevant models for KM + innovation.
Tacit and Explicit Knowledge
Explicit knowledge
Tacit knowledge:
Transmission:
Integration
Individual knowledge
Group knowledge
Organizational knowledge
Knowledge-Sharing-Based Innovation
Innovation = collective process (not isolated).
Shared knowledge → expands, enriches, transforms → creativity & invention.
Practices: dialogue, interdisciplinary collaboration, peer learning.
Tools: communities of practice, co-creation spaces, digital platforms, innovation networks.
Leadership: facilitator role, not top-down.
Key factor: trust & incentives for cooperation.
Outcomes:
Continuous innovation.
Stronger commitment & cohesion.
Knowledge as shared value for all.
Strategic Knowledge Management
Strategic Direction of Knowledge
Knowledge is a core asset for organizational strategy, not just operational support.
Align strategy with knowledge creation, retention, use, and transfer.
Key factors: structure, culture, technology, HR policies.
Goal: sustainable competitive advantage and adaptability.
Resource and Capability Theory
Internal capabilities are critical for sustainable competitive advantage.
Knowledge as a resource: accumulated know-how, databases, formal procedures.
Knowledge as a capability: ability to integrate and apply knowledge strategically.
Only valuable, rare, inimitable, and non-substitutable knowledge generates sustainable advantage.
Organizational learning builds dynamic capabilities → adapt, innovate, and explore opportunities.
Core Competencies and Sustainable Advantages
Core competencies: unique combination of knowledge, skills, attitudes, technology, and routines.
Characteristics: difficult to imitate, adaptable, directly impacts customer/user satisfaction.
Development: via tacit & explicit knowledge management, continuous learning, culture of excellence & innovation.
Sustainability requires policies for: transfer, renewal, protection, documentation, and collaborative work.
Knowledge-Based Organizational Models
Designed to facilitate knowledge creation, flow, application, and renewal.
Features: flexible, learning-oriented, innovation-driven.
Knowledge decentralization → empower teams, encourage collaboration, faster response to change.
Mechanisms: learning communities, internal collaboration networks, integrated KM systems, IT tools.
Culture: value shared knowledge, creativity, intellectual contribution.
Continuous learning
Education, Innovation, and Strategic Management
Triad essential for sustainable organizational development.
Education: builds critical thinking, problem-solving, ethical action, and human capacities.
Innovation: structured knowledge-based value generation; includes processes, products, services, and management models.
Strategic management: aligns education and innovation with organizational vision; sets priorities, allocates resources, monitors results.
Knowledge is relational and evolving → foster collaboration, continuous learning, and shared intellectual capital.