Streamlining Efficient Behaviors for Knowledge Creation in Collaboration

Streamlining Efficient Behaviors for Knowledge Creation in Collaboration

Qi Zhang (Japan Advanced Institute of Science and Technology, Ishikawa Perfecture, Japan), Michitaka Kosaka (Japan Advanced Institute of Science and Technology, Ishikawa Perfecture, Japan) and Yoshiteru Nakamori (Japan Advanced Institute of Science and Technology, Ishikawa Perfecture, Japan)
Copyright: © 2013 |Pages: 11
DOI: 10.4018/jkss.2013040104
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Abstract

Collaboration activities for knowledge creation have become popular, due to competition and marketplace demands. Most knowledge management (KM) has focused on organizational knowledge application and development. There is a lack of a framework on KM to discuss how people have efficient behaviors to cooperate with others for knowledge creation. This paper presents a service communication process based on a service-centered view to describe how people streamline behaviors for knowledge creation to reach a joint goal in collaboration through communications. The proposed framework is demonstrated by business-to-business collaboration cases.
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Broad effective KM efforts to management practice involve knowledge creation, knowledge transfer and information management to support the firm's ultimate objectives. There are a lot of studies related to internal KM by various aspects. Some scholars focused on the conversion of knowledge types and the dynamic relation from individual level to organizational level (Hedlund, 1994; Nonaka, 2008c). Some studies summarized the state of knowledge, functions, manners, and components for knowledge creation in organizations (Earl, 1997; Wiig, 1993; Edvinsson & Sullivan, 1996). Some researchers promoted information systems in KM as knowledge management systems (KMS) for supporting knowledge creation, transfer, and application in organizations (Alavi & Leidner, 2001; Lee & Hong, 2002). Most KM studies are focused on distinguishing types, levels, elements, contexts and IT roles of knowledge by a top-down approach. Organizational knowledge is a collection of individual knowledge in the firm. Few studies focused on personal knowledge management (PKM) by a bottom-up approach (Wright, 2005; Sensky, 2002; Zhang, 2009). KM efforts typically focus on organizational level, and overlap with organizational learning. Some scholars focused on individual learning with the organization to facilitate improvement and innovation. They treated the organization as a whole, and provided new concepts of organizational learning between an individual and the organization by different approaches (Kim, 2004; Buckler, 1996; Parboteeah & Jackson, 2007).

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