The SccoB Process: An Integration of the Exploitory and Exploratory Processes Through a Self-Sustaining Process of Knowledge Creation

The SccoB Process: An Integration of the Exploitory and Exploratory Processes Through a Self-Sustaining Process of Knowledge Creation

Theodore J. Randles, Prof. Zhe Zhang, William Johnson Miller
Copyright: © 2018 |Pages: 16
DOI: 10.4018/IJSDS.2018100102
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Abstract

Based on qualities of the four-stroke engine and the medical diagnostic process, five characteristics of knowledge were identified and serve as the basis of a self-sustaining knowledge creation process. The SccoB process forms a complementary relation with the firm's existing processes and provides a counterweight to its existing mode of thought. This is done through an internal, counter-culture research institute and the creation of stress and profound insights through the identification and analysis of operational anomalies. SccoB is also a mapping process which moves the organization to greater quality and agility and to more advanced forms of mapping, such as the mapping of technical skills, complex diagnostic problem spaces, business process knowledge requirements, and cognitive force.
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Literature Review

As a field of study, knowledge management has existed for more than 30 years, beginning in 1993 (Girard, and Girard, 2015). In a presentation given in 2013 on the 21st anniversary of NetIKX, a network of information and knowledge managers, seven ages of information and knowledge management were presented (Skyrme, 2013). Over a similar timeframe that began with a telemedicine study in 1991, a parallel line of knowledge management research has been conducted. At its start, this research was influenced by the medical problem-solving researchers - Elstein, Schulman, and Sprafka (1978). A study of knowledge and cognition began with the works of Polanyi (1966), Newell and Simon (1972), and Simon (1985). However, it was the knowledge-creating company of Nonaka (1991 and 1994) and Nonaka and Takeuchi (1995) that revealed to us that we were knowledge management researchers.

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