This document discusses knowledge creation and management in organizations. It describes how knowledge activities like acquisition, selection, sharing and generation are important for organizational success and survival. It also discusses knowledge attribute dimensions, maturation cycles, and models for sharing and creating knowledge. Finally, it explores how organizations can use knowledge for sense-making and innovation, and how focusing on learning processes can help organizations adapt to changing environments.

1. Universidade do Algarve
Faculdade de Ciências e Tecnologia
Mestrado em Engenharia Informática
Knowledge Creation
Information and Knowledge Management
Pedro González, nº29919
Faroq Al-Tam, nº41287

2. Contents
 Introduction
 Knowledge Activities
 Attribute dimensions
 Knowledge maturation cycle
 Sharing and creation
 Focusing KM on the process
 Knowledge and Sense-Making
 Organization Learning

3. Knowledge Creation
 Is an important activity for organization?!
 Valuable Resource VS Traditional ones
 Greater Effectiveness
 Survival
 Far-Reaching objectives (social, national, … etc)
 Leading Innovation
 Knowledge Management (KM )
 Right K to Right P at Right T for Right C.
 Obstacles. (unreliable , incompleteness, … )

4. Knowledge Activities 1/3
Selection
Acquisition
Internalization
Knowledge flow
Knowledge
Activities
Externalization Generation

5. Knowledge Activities 2/3
 Acquisition – identifying knowledge (consumer
satisfaction surveys,
in the external environment hiring an employee)
(select qualified
 Selection – identifying knowledge in employees to lend
an organization's internal knowledge their knowledge to
some task)
resources base
 Internalization – distribute or store (documentation)
acquired, selected or generated
knowledge within the organization

6. Knowledge Activities 3/3
 Externalization – embedding (manufacturing a
product, developing
knowledge in outputs (e.g. Products, an advertisement)
services) to release into the
environment
 Generation – production of new (discovering
knowledge from existing knowledge patterns, deriving
forecasts)
by derivation or discovery

7. Attribute Dimensions
 Type and Mode
 Nature and process
Procedural/Reasoning(Descriptive) → New Knowledge Knowledge is the result of a process
Mode
Type
Tacit Explicit Cultural
Descriptive Procedural Reasoning
What How Why
Face-to-Face Journals, Assumptions,
conversation DB, Records Beliefs,Norms
They provide different perspectives on the knowledge creation.

8. Attribute Dimensions cont.
 Other knowledge creation activities
 Serendipitous event
 Intentional act
 Unrelated experiments
 A gap in a previous knowledge
 Generating new knowledge
 Discovery
 Derivation

9. Shukla's maturation cycle
 Based on works of Boisot and Nonaka
Stage 2:
Codified
knowledge
Stage 1: Stage 3:
Discovered Migratory
knowledge knowledge
Stage 4:
Invisible
knowledge

10. Knowledge Sharing and Creation
 Why do we share it?
 What/who is the key-factor of sharing
successfulness?
 How to share it? (Nonaka et al 1995).
 Four processes
 Socialization (coworkers conversation)
 Externalization(tacit → explicit)
 Combination(explicit → ExPliCit)
 Internalization(explicit → tacit)

11. Knowledge Sharing and Creation
cont.
 4 processes to 3 integrated Models (Choo, 1998).
 Knowledge conversion
 Concerns on internal knowledge cycle.
 Sharing promoted by ”information redundancy”
 More freedom to individual to discover new
knowledge.
 Knowledge building
 Offer an environment for knowledge creation
 Help individuals increase capabilities and solving
shared problems
 Knowledge Linking
 Sharing with other organizations (coordination,...etc)

12. Focusing KM on the process 1/2
 ”To grasp the meaning of a thing (…) is to see
its relation to other things” (Dewey)
 Create knowledge constructing frameworks that
capture new perspectives on relationships
 A good KM system should focus on learning
and innovating processes
 Consider how people communicate

13. Focusing KM on the process 2/2
 KM systems can capture complexity of human
organizations and human thought and create
patterns of relationships that create new
knowledge
 KM webs reflect multiple
connections between
institutions, countries, etc

14. Knowledge and Sense-making
 How do organizations use Knowledge?
 Make sense to change environment
 Create Knowledge for innovation
 Use past expertise to make decisions
 Process of sense-making includes:
 Enactment (Environmental boundaries and interpreting raw data)
 Selection (Puts meaning on data from past experience)
 Retention (Stores successful sense-making for future use)

15. Organization Learning
 We ALL practice this science
 Depends on the learning process to extend
our capacity to create and generate.
 Organizations:
 Were becoming more complex (challenges)
 Increase in number, diversity, interconnections
 Events occur quickly and need some fast
reactions
 How can knowledge creation help?

16. Organization Learning Pillars
Personal Mastery Shared Vision
Shared Mental Model Systems Thinking
Team Learning

17. Organization Learning
 The organization's intelligence is greater than
the sum of the knowledge of the individuals
 The environment should encourage learning
and have processes to promote knowledge
creation
 OL is facilitated by the dissolution of
organizational boundaries
 It's needed a structure that encourages
communication, interaction and flexibility

18. Learning organizations
Learning organizations Traditional model
Permeable boundaries Clear boundaries
Evolving design Pre-designed
Maximizing skills Minimizing skills
Integrated processes Segmented tasks
Open, multi-functional networks Functional, hierarchical groups

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