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Relevant bibliographies by topics / Knowledge creation

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Academic literature on the topic 'Knowledge creation'

Author: Grafiati

Published: 4 June 2021

Last updated: 9 June 2025

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Journal articles on the topic "Knowledge creation"

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DeMartini, Joseph R., and Les B. Whitbeck. "Knowledge Use as Knowledge Creation." Knowledge 7, no. 4 (June 1986): 383–96. http://dx.doi.org/10.1177/107554708600700403.

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Wensley, Anthony. "Knowledge management and knowledge creation." Knowledge and Process Management 4, no. 3 (September 1997): 139–41. http://dx.doi.org/10.1002/(sici)1099-1441(199709)4:3<139::aid-kpm104>3.0.co;2-s.

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Fiore, Stephen M. "Networking Knowledge Creation." Science 336, no. 6077 (April 5, 2012): 36.1–37. http://dx.doi.org/10.1126/science.1216839.

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Nonaka, Ikujiro, and Ryoko Toyama. "The knowledge-creating theory revisited: knowledge creation as a synthesizing process." Knowledge Management Research & Practice 1, no. 1 (July 2003): 2–10. http://dx.doi.org/10.1057/palgrave.kmrp.8500001.

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Leila, Mohammadi, Yeganegi Kamran, and Sadri Roshanak. "Knowledge Management Basic Concepts and Value Creation." American Based Research Journal 7, no. 10 (October 31, 2018): 32–39. https://doi.org/10.5281/zenodo.3456008.

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<em>we are living not only in the new millennium, which is in the new age. In this period, various terms such as the post-industrial era of the Information Age, the third wave or the Knowledge Society are used to describe the current situation. Regardless of the terms, most scholars believe that one of the important issues raised in this period is the concept of knowledge management, a concept that has created excitement and contributed to a lot of debate and debate. KM is a rapidly evolving approach, and it pays great attention to the recent challenges of increasing the efficiency and effectiveness of business-centric processes, along with continuous innovation. The need for knowledge management based on the growth of the perceptions of the business community comes from the fact that knowledge in enterprise performance and access to sustainable competitive advantage is considered an important element (Davenport & Grover, 2001)[1]</em>

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Melnikas, Borisas. "CREATING KNOWLEDGE-BASED SOCIETY AND KNOWLEDGE ECONOMY: THE MAIN PRINCIPLES AND PHENOMENA." Ekonomika 89, no. 2 (January 1, 2010): 55–75. http://dx.doi.org/10.15388/ekon.2010.0.985.

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Theoretical problems and priorities of the scientific research on creating knowledge-based society and knowledge economy are described and analyzed in the article.A new concept of knowledge-based society and knowledge economy creation and development processes is described. The main idea is that knowledge-based society and knowledge economy creation and development processes may be attributed to the category of global transformation processes, therefore, all general phenomena and characteristics of global transformations are absolutely typical of the creation and development of knowledge-based society and knowledge economy.The processes of creating knowledge-based society and knowledge economy are analyzed in the general context of global transformations processes.The main principles of creating knowledge-based society and knowledge economy, as well as the main phenomena of knowledge-based society and knowledge economy creation processes are described.Creating and modernizing knowledge-based society and knowledge economy are very complicated processes oriented to the formation of a new quality of society and a qualitatively new lifestyle. These processes may be described as especially complicated, because they pursuie a new quality in two aspects:• knowledge-based society and knowledge economy, compared to “traditional” society and economy, are in all cases described as qualitatively new;• creation and development of knowledge-based society and knowledge economy take place under conditions of global changes, which means that qualitative changes take place in all global space, the essence of those changes being creation and spread of knowledge-based society and knowledge economy.The universal principle of the “new quality creation” is characterized. This principle shows that new quality always forms itself or is formed on the ground of conjugation when elements of different origin, which have never before belonged to the same system, merge into a common interaction system, and that the conjugation processes may be of two types–those of integration and synthesis. The general and some specific phenomena of creating knowledge-based society and knowledge economy are characterized.

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Hyttinen, Laura. "Knowledge conversions in knowledge creation in knowledge work." International Journal of Learning and Intellectual Capital 2, no. 3 (2005): 246. http://dx.doi.org/10.1504/ijlic.2005.007098.

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Madhavan, Ravindranath, and Rajiv Grover. "From Embedded Knowledge to Embodied Knowledge: New Product Development as Knowledge Management." Journal of Marketing 62, no. 4 (October 1998): 1–12. http://dx.doi.org/10.1177/002224299806200401.

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Because new product development (NPD) teams are engaged in knowledge creation, NPD management should emphasize cognitive team processes rather than purely social processes. Using the notions of tacit knowledge and distributed cognition as a basis, the authors propose that the T-shaped skills, shared mental models, and NPD routines of team members, as well as the A-shaped skills of the team leader, are key design variables when creating NPD teams. The authors propose that trust in team orientation, trust in technical competence, information redundancy, and rich personal interaction are important process variables for the effective and efficient creation of new knowledge.

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Reid, Steven. "Knowledge influencers: leaders influencing knowledge creation and mobilization." Journal of Educational Administration 52, no. 3 (April 29, 2014): 332–57. http://dx.doi.org/10.1108/jea-01-2013-0013.

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Purpose – The purpose of this paper is to investigate the influence of leaders on knowledge creation and mobilization. Design/methodology/approach – This mixed methods study included three high-performing districts based on provincial assessment results and socio-economic factors. Interviews and questionnaires were used to gather data from 53 participants including: 11 principals, 11 teacher leaders, 26 teachers, and five system leaders. Findings – The findings of the study emphasized the importance of leaders supporting knowledge creation and mobilization processes through practices such as engaging school-based knowledge influencers and fostering cultures of trust and risk taking. The author defined knowledge influencers as leaders, formal or informal, who have access to knowledge creating groups at the local and system level. These leaders influenced knowledge mobilization at different levels of the district. Research limitations/implications – A research limitation of this study was present based on the sole use of high-performing districts and schools. Participation was determined via comparisons of provincial assessment results (Ontario, Canada) and socio-economic status (SES) factors. Although causal effects are cautioned, districts and schools from various SES communities (high, medium, low) were chosen to support broad generalizations and associations. Practical implications – This study provided pragmatic considerations and recommendations for system and school leaders, those charged with increasing student achievement (e.g. use of knowledge influencers and an expanded array of data use while creating knowledge). Originality/value – A knowledge creation model was developed by the author based on a synthesis of the findings. The model and study will be of interest to those wishing to further implement or study the creation and mobilization of knowledge within organizations.

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Akhavan, Peyman, Somayeh Ghojavand, and Roghayeh Abdali. "Knowledge Sharing and its Impact on Knowledge Creation." Journal of Information & Knowledge Management 11, no. 02 (June 2012): 1250012. http://dx.doi.org/10.1142/s0219649212500128.

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It is known that "knowledge management" is associated with significant benefits which can empower organisations to get more competitive advantages in their market. Knowledge sharing and knowledge creation are the two vital aspects of knowledge management which play an important role in creating organisational value. The value-creation of knowledge depends on level of sharing knowledge and skills among people across the organisation. So, most companies are focussed on enhancing their capability of knowledge sharing to create new knowledge. The aim of this paper is to test empirically the degree of influence of different knowledge-sharing mechanisms on the knowledge creation capability of Iranian manufacturing industries. A question survey was administered to a sample of manufacturing industries operating in Iran to elicit opinions of the personnel on the relationship between knowledge sharing and knowledge creation. The questions were structured mostly based on Sa'enz et al. (2009) and Choi and Lee (2002) studies. More than 400 respondents from 16 organisations responded to the survey. A short training course was held in all sample firms separately to explain importance and applications of knowledge management for respondents. SPSS and LISREL software were utilised to analyse research data using Regression tests and structural equation modelling (SEM). Results obtained show that knowledge sharing has a positive influence on the knowledge creation in Iranian manufacturing industries. However, a meaningful relationship was observed between information technology and management processes and two constructs of knowledge creation. The main contribution of the paper is to provide empirical evidence about the impact of knowledge sharing on knowledge creation. Moreover, it reveals what the most effective knowledge-sharing mechanisms are for this purpose, and provides companies with some implications in order to shape their knowledge management strategies.

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Dissertations / Theses on the topic "Knowledge creation"

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Eveler, Jesse B. "Knowledge Creation." University of Cincinnati / OhioLINK, 2009. http://rave.ohiolink.edu/etdc/view?acc_num=ucin1242833183.

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Hassani, Mehraban Farhad. "Supply chain knowledge creation : applications of organizational knowledge creation theory." Thesis, King's College London (University of London), 2014. https://kclpure.kcl.ac.uk/portal/en/theses/supply-chain-knowledge-creation(02eaeb75-2fad-494b-ac4d-20e82dddfc60).html.

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Scholars argue that knowledge is a fundamental source for retaining competitive advantage, as value creation depends fundamentally on the competence of a firm to create new knowledge (Nonaka and Toyama, 2002). Knowledge creation is based on conversion of two types of knowledge: tacit knowledge, which is constituent to the comprehensiveness of an individual’s consciousness, and explicit knowledge, which can be readily communicated. Based on the framework by Nonaka and Takeuchi (1995), one of the most significant and cited models, the motivation of this research is to expand knowledge creation model from intra- to inter-organizational relationships theoretically and explore supply chain knowledge creation process in practice to examine the sequences of this extension. Studying three firms in the fashion industry, this thesis contributes to research on knowledge creation by taking a socio-technological perspective through a qualitative study of supply chain management. The research findings provide support for the proposed theoretical model in which social relationships and technology interact in the knowledge creation process to diminish supply chain complexities. While many supply chain relationships I observed appear to be influential in creating knowledge, one similarity among the cases here is that the effectiveness of the knowledge creation process has been limited due to the lack of harmony in employing knowledge resources. Knowledge creation process may be superficial due to the fact that they require a large revolution in work routines regarding the use of technology. Even where there is some degree of socialization, the process is partial because of incongruities between individuals understanding and corporate supply chain strategies.

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Richtnér, Anders. "Balancing knowledge creation : examining organizational slack and knowledge creation in product development." Doctoral thesis, Handelshögskolan i Stockholm, Management av Innovation och Produktion (T), 2004. http://urn.kb.se/resolve?urn=urn:nbn:se:hhs:diva-533.

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Over the last few years there has been a downturn in business. As a response, many companies have initiated various downsizing activities – often on a short-term financial basis – in order to improve the competitive position of the company. Yet, at the same time, innovation is often cited as the key to long-term success by the very same companies. The central problem examined in this book is whether downsizing and innovation are compatible. The problem was studied during a two year exploratory case research in six cases – selected from a well-defined reference population consisting of 37 companies – facing the exact challenge of simultaneously downsizing and trying to sustain its high level of innovation. The simple answer found in the study is yes. Companies can simultaneously downsize and still maintain a high level of innovation, but it is difficult and challenging and it depends on the company’s ability to handle the knowledge creation process. So what is needed? Create an understanding in the company, at all levels, that balancing knowledge creation – the ability to share and transfer knowledge – is one of the most important tasks in order to remain innovative over time. This is done by building a commitment to knowledge creation. This commitment is achieved through making knowledge creation a visible and central element of the strategic intent, and organizing the company so that ideas can be generated and generalized. Examples of activities include: At an organizational level there is a need to create boundary spanning activities to facilitate knowledge creation between various part of the organization, but also to other organizations. At a top management level shared visions and values need to be created; exemplified in words and action. Important is that the top management not get involved into micro-management. Avoid cutting-down on initial activities – where visualization and brainstorming are in focus – in projects aiming for innovation, as these activities are the foundations the rest of the project. This book is useful for those who are faced with the challenge of finding a balance between short-term activities, often focusing on downsizing, and the more long-term activity of being innovative.<br>Diss. Stockholm : Handelshögskolan, 2004

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Robertson, Maxine Jane. "Sustaining knowledge creation within knowledge intensive firms." Thesis, University of Warwick, 1999. http://wrap.warwick.ac.uk/36333/.

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This thesis is concerned with understanding the way in which knowledge creation was sustained over time within a particular type of knowledge intensive firm referred to as an expert consultancy. Expert consultancies are differentiated from generalist management consultancies in terms of their knowledge intensity i.e. the high levels of expertise of the workforce and their focus on the development of highly customised creative and innovative solutions rather than on the diffusion and implementation of pre-packaged 'best practice' solutions. Two longitudinal case studies were conducted in expert consultancies and a critical interpretative approach, characteristic of the constructivist paradigm was adopted for their analysis. Processes of knowledge creation are intrinsically complex and unpredictable. The leaders of such finns then are perpetually seeking ways to manage the fundamental tensions that exist between autonomy and control and efficiency and uncertainty. A retrospective historical analysis was developed of the way in which knowledge creation occurred and the organisational conditions that served to shape the process over time within both firms. The organisational conditions that were considered included not only structural aspects of the firm but also cultural and social conditions. Any changes that had occurred over time with regard to the way in which knowledge creation occurred were considered in relation to the organisational conditions that may have stimulated such changes in order to develop this analysis. The research found that a number of distinctive structural conditions contributed to sustaining processes of knowledge creation over time, including profit satisficing behaviour, an absence of professional management, and a resource rich environment. Critically, a strong yet ambiguous culture was found to be important for sustaining processes of knowledge creation. Organisational ambiguity promoted quasi-normative control, regulating individuals' dual identities as both 'consultant' and 'expert'. Quasi-normative control promoted both creative and selfdisciplining behaviour such that processes of knowledge creation occurred in ways that were ultimately efficient for the finn. These findings represent a new contribution to knowledge with regards to organisational culture and the management of knowledge workers and will hopefully stimulate further research in this area.

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Soon, Lisa. "Knowledge Renewal and Knowledge Creation in Export Trading." Thesis, Griffith University, 2007. http://hdl.handle.net/10072/367002.

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This thesis examines how tacit knowledge about export trading is tapped and collectively used in a web portal by a community of practice. Working with a design for application software, such as a web portal, requires an understanding of the application software domain. This research focuses on an export trading knowledge portal for use by an export trading community. The community comprises members involved in export activities. The research adopts three theories useful in the design of the portal. First, theory of domain analysis specifies an application software knowledge domain and explores the thoughts and discourse of the user community. Second, activity theory is used to understand the inherent knowledge in human interactions and the resultant human activity system in relation to the portal use. Third, the theory of organisational knowledge creation is used to explore how knowledge conversion processes take place in the human interactions in the portal. The knowledge captured and collectively used in the portal is beneficial to members for their work purposes. It is argued that tacit export knowledge is exchanged through human interactions. Thus, it is critical to understand what tacit knowledge can be captured and managed in the portal and how this can be done. It is argued that effectively managed knowledge can help members and their organisation to achieve export success. This research is important, as export creates revenues and stimulates economic growth in both the exporting firms and the exporting country. It is particularly important for members involved in export activities who make use of the captured tacit knowledge at work. The principal research questions of this thesis are: what constitutes export knowledge, and how does portal technology help members use and exchange knowledge? From these main questions, the sub-questions are: (1) what portal features can help export trading members interact; (2) what portal features can help export trading members seek and use important useful resources; and (3) how can members’ previous version of knowledge be renewed and new knowledge created when the collective knowledge in the portal is used?<br>Thesis (PhD Doctorate)<br>Doctor of Philosophy (PhD)<br>Griffith Business School<br>Griffith Business School<br>Full Text

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Khanyile, Dumisani. "Organisational culture and knowledge creation : the relationship between knowledge creation enablers and organisational culture types." Thesis, Stellenbosch : University of Stellenbosch, 2009. http://hdl.handle.net/10019.1/4045.

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Thesis (MPhil (Information Science))--University of Stellenbosch, 2009.<br>ENGLISH ABSTRACT: The thesis studies the relationship between knowledge creation and organisational culture. To do that the relations between Nonaka's enabling conditions and the four organisational culture types according to the competing value framework of Cameron and Quinn were tested in two organisations. Whilst many authors are critical of the specifics of Nonaka and Takeuchi’s model of knowledge conversion, most seem to agree with their argument about the requisite enabling conditions for knowledge creation. It is argued that these enabling conditions are shaped by the organisational culture and therefore this relation is of some importance. The empirical research was based on two part questionnaire. The first part of the questionnaire concerned the knowledge creation enablers. The indicators for this part of the instrument had to be developed from the knowledge creation literature. The second part of the questionnaire was based on the validated Cameron and Quinn organisational culture assessment instrument. Since Nonaka recommends a middle-up-down approach for managing knowledge creation in organisations, the questionnaire was directed at the middle management of the selected organisations. 140 questionnaires were sent out and two organisations had adequate responses for statistical data analysis. The results showed that one organisation has a strong market culture. This organisation displayed requisite variety, creative chaos and autonomy as enablers for knowledge creation. The market culture is an organisation’s response to an environment filled with complexities of the brand market which requires the presence of requisite variety and creative chaos. The organisation uses autonomous work teams, hence the prominence of autonomy. The second organisation competes in the business solutions market. Here, the dominant culture type was that of a clan and the organisation was strong in most knowledge creation enablers except redundancy and ba. The dominance in clan culture is in line with a medium size company that is competing in the big league of providers of business solutions and the organisation believes that its success is in providing unique business solutions thanks to teamwork and working like family. It is concluded that for an organization to be competitive requires one dominant appropriate culture and not necessarily all knowledge creating enablers.<br>AFRIKAANSE OPSOMMING: Die tesis ondersoek die verband tussen kennisskepping en organisasie kultuur. Dit word gedoen deur die relasie tussen Nonaka se omgewingsomstandighede vir kennisskepping en die vier organisatoriese kultuurtipes van Cameron en Quinn in twee organisasies te meet. Terwyl baie skrywers krities is oor die besonderhede van Nonaka en Takeuchi se model van kennisskepping, is die meeste met hulle eens oor die omgewingsomstandighede wat kennisskepping in staat stel. Daar word geargumenteer dat hierdie omgewingsomstandighede hoofsaaklik deur die organisasie kultuur beïnvloed word en daarom is hierdie verband belangrik. Die empiriese navorsing is gebaseer op ‘n tweeledige vraelys. Die eerste deel handel oor die omgewingsomstandighede en die indikatore hiervoor is uit die teorie ontwikkel. Die tweede deel van die vraelys is gebaseer op ‘n reeds gevalideerde instrument van Cameron en Quinn wat organisatoriese kultuurtipes probeer vasstel. Omdat Nonaka klem lê op die sentrale rol van middelbestuur in organisatoriese kennisskepping, is die vraelyste op middelbestuurders in geselekteerde organisasies gemik. 140 vraelyste is uitgestuur en twee organisasies het genoeg response gehad vir statistiese verwerking. Die resultate toon dat een organisasie ‘n sterk markkultuur het. Hierdie organisasie vertoon vereiste verskeidenheid, kreatiewe chaos en outonomie as omgewingsomstandighede wat kennisskepping sou instaat stel. Die markkultuur is ‘n organisasie se respons op ‘n omgewing gevul met kompleksiteit en dit vereis verskeidenheid. Die organisasie gebruik ook outonome werkspanne en daarom meet outonomie ook hoog. Die tweede organisasie kompeteer in die besigheidskonsultasiemark. Hier was die dominante kultuurtipe dié van klan. Die organisasie het hoog gemeet in al die omgewingsomstandighede behalwe oortolligheid en ba. Die dominansie van klan-tipe kultuur strook met ‘n mediumgrootte maatskappy wat unieke oplossings moet bied gebaseer op spanwerk in kompetisie met groter konsultasie maatskappye. Die gevolgtrekking is dat ‘n dominante kultuurtipe ‘n voordeel is vir ‘n organisasie om te kan kompeteer, eerder as die teenwoordigheid van al die omgewingsomstandighede vir kennisskepping.

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Eloff, Paul. "Knowledge emerging from chaos : organisational sensemaking as knowledge creation." Thesis, Link to the online version, 2008. http://etd.sun.ac.za/jspui/handle/10019/1921.

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Stonehouse, George. "Knowledge based strategy : appraising knowledge creation capability in organisations." Thesis, Edinburgh Napier University, 2008. http://researchrepository.napier.ac.uk/Output/2446.

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This thesis sets out a journey which culminates in the development of an analytical framework, the "Organisational Creativity Appraisal" which is intended to assist organisations in evaluating their ability to support and develop creativity. This framework is derived from the common thread of the thesis, which is drawn from a range of research and consultancy projects, and the resulting published work, spanning an eight year period, centring on the role of knowledge and creativity in the strategy and performance of organisations. The literature of strategy, learning and creativity increasingly recognises that organisational context is critical to the formation of strategy, to the content of the strategy and to its successful implementation. The thesis explores the ways in which learning and creativity, the basis of knowledge-based strategy, are influenced by organisational context or social architecture. The research explores the ways in which managers can gain greater understanding of the social architectures of their organisations so as to assist in supporting their strategic development. The central core of the thesis is the nine published papers upon which it is based but it also derives from the broader perspective of my published work in the form of both articles and books. The thesis further draws upon my own experience as a leader and manager in the context of university business schools and as a consultant, researcher and developer in the context of a range of international private and public sector organisations. The work is based upon a premise that theory should inform practice and that practice should inform theory. The "Organisational Creativity Appraisal" framework is informed by both theory and practice and is intended to assist in management practice. There is no assumption that management research can arrive at prescriptions for managerial and organisational behaviour. On the other hand management research can usefully inform management and organisational behaviour, as long as it is employed in a critically reflective manner. The "Organisational Creativity Appraisal" presented in this work should be regarded as the framework in its present form which is likely to develop further as my research progresses in the future.

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Papú, Carrone Natalia Lorena. "Circular Knowledge Creation : A case study of knowledge creation processes within denim companies striving towards circularity." Thesis, Högskolan i Borås, Akademin för textil, teknik och ekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-22005.

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Background – Circular business models, CBMs, are an emerging topic of interest within the textile and clothing, T&C, sector. They provide a new framework to tackle current environmental and social issues by redesigning a linear model previously base on the assumption of endless availability of fossil fuels and other natural resources. CBMs change these underlying assumptions in order to be regenerative and waste-less. A company´s knowledge has to be aligned with the overarching paradigm and assumptions that guide the business model, hence, the process of creating new knowledge to sustain this shift, appears to be essential. Knowledge creation enables businesses to continuously adapt to new contexts and prevent them from becoming obsolete. As such, it constitutes an enabler to develop the internal capabilities of companies to innovate. Purpose - This study is focused on understanding how knowledge is created within T&C companies in the shift from a linear business model to a circular one. It is of interest for the study to uncover the ways in which knowledge about circularity is created and translated into business practices. Further, it also expects to explore the companies’ main internal barriers identified in this process. Methodology – The research was conducted through a single case study with an abductive approach, building on the theoretical perspective of Nonaka and Takeuchi’s knowledge creation theory and the SECI model for knowledge conversion. Semi-structured interviews with Dutch denim company employees were the basis for collecting primary data, supplemented by secondary data gathered through archival review. The data was analysed qualitatively through thematic content analysis. Findings – Results show that knowledge creation is enabled by personal motivation, company focus on circularity and long-lasting business relationships. Several knowledge creation practices related to the dimensions of socialisation, externalisation, combination and internalisation are identified, while different levels of process and knowledge complexity can be observed within each dimension. Internal barriers hindering circular knowledge creation relate to the complexity of circular concepts, individuals´ time, personal interest and previous knowledge on the topic. System-oriented internal barriers relate to finance, scale and company focus. Further, the role of regulations, as an external system-oriented barrier, is considered of relevance for this research. Practical implications & Research limitations – This thesis creates new insights into a relatively unexplored area, knowledge creation processes in the context of CBMs. Further the specific delimitation to the denim segment within the T&C sector, shares experience and guidance with practical implications for knowledge management, from companies within a segment which has a high degree of product and process innovation compared to other T&C segments.

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Mase, Kenji, Shoji Kajita, Yasushi Hirano, Takuya Maekawa, and Shohei Yoshioka. "Interactive Story Creation for Knowledge Acquisition." IEEE, 2010. http://hdl.handle.net/2237/14446.

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Books on the topic "Knowledge creation"

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von Krogh, Georg, Ikujiro Nonaka, and Toshihiro Nishiguchi, eds. Knowledge Creation. London: Palgrave Macmillan UK, 2000. http://dx.doi.org/10.1007/978-1-349-62753-0.

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de Castro, Gregorio Martín, Pedro López Sáez, José Emilio Navas López, and Raquel Galindo Dorado. Knowledge Creation Processes. London: Palgrave Macmillan UK, 2007. http://dx.doi.org/10.1057/9780230210851.

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Moen, Anne, Anders I. Mørch, and Sami Paavola, eds. Collaborative Knowledge Creation. Rotterdam: SensePublishers, 2012. http://dx.doi.org/10.1007/978-94-6209-004-0.

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Koskinen, Kaj U., and Rainer Breite. Uninterrupted Knowledge Creation. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-57303-4.

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Kulkki, Seija. Knowledge creation of multinational corporations: Knowledge creation through action. Helsinki: Helsinki School of Economics and Business Administration, 1996.

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Tan, Seng Chee, Hyo Jeong So, and Jennifer Yeo, eds. Knowledge Creation in Education. Singapore: Springer Singapore, 2014. http://dx.doi.org/10.1007/978-981-287-047-6.

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Tan, Yuh Huann, and Seng Chee Tan. Conceptions of Knowledge Creation, Knowledge and Knowing. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-3564-2.

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Kamoche, Ken. Teamwork, knowledge-creation and improvisation. Birmingham: Department of Commerce, University of Birmingham, 1997.

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Navaretti, Giorgio Barba, Partha Dasgupta, Karl-Göran Mäler, and Domenico Siniscalco, eds. Creation and Transfer of Knowledge. Berlin, Heidelberg: Springer Berlin Heidelberg, 1998. http://dx.doi.org/10.1007/978-3-662-03738-6.

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Hirose Nishihara, Ayano, Masaei Matsunaga, Ikujiro Nonaka, and Kiyotaka Yokomichi, eds. Knowledge Creation in Public Administrations. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-57478-3.

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Book chapters on the topic "Knowledge creation"

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Allard, Suzie. "Knowledge Creation." In Handbook on Knowledge Management 1, 367–79. Berlin, Heidelberg: Springer Berlin Heidelberg, 2004. http://dx.doi.org/10.1007/978-3-540-24746-3_18.

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Koskinen, Kaj U., and Rainer Breite. "Knowledge Creation." In Uninterrupted Knowledge Creation, 85–93. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-57303-4_8.

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Rolstadås, Asbjørn, Bjørnar Henriksen, and David O’Sullivan. "Knowledge Creation." In Manufacturing Outsourcing, 157–66. London: Springer London, 2012. http://dx.doi.org/10.1007/978-1-4471-2954-7_17.

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Serles, Umutcan, and Dieter Fensel. "Knowledge Creation." In An Introduction to Knowledge Graphs, 279–301. Cham: Springer Nature Switzerland, 2024. http://dx.doi.org/10.1007/978-3-031-45256-7_18.

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Rollett, Herwig. "Content Creation." In Knowledge Management, 139–46. Boston, MA: Springer US, 2003. http://dx.doi.org/10.1007/978-1-4615-0345-3_13.

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Koskinen, Kaj U., and Rainer Breite. "Knowledge." In Uninterrupted Knowledge Creation, 31–48. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-57303-4_5.

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von Krogh, Georg, Ikujiro Nonaka, and Toshihiro Nishiguchi. "Introduction." In Knowledge Creation, 1–9. London: Palgrave Macmillan UK, 2000. http://dx.doi.org/10.1007/978-1-349-62753-0_1.

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von Krogh, Georg, and Simon Grand. "Justification in Knowledge Creation: Dominant Logic in Management Discourses." In Knowledge Creation, 13–35. London: Palgrave Macmillan UK, 2000. http://dx.doi.org/10.1007/978-1-349-62753-0_2.

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Scharmer, Claus Otto. "Organizing Around Not-Yet-Embodied Knowledge." In Knowledge Creation, 36–60. London: Palgrave Macmillan UK, 2000. http://dx.doi.org/10.1007/978-1-349-62753-0_3.

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Vicari, Salvio, and Gabriele Troilo. "Organizational Creativity: A New Perspective from Cognitive Systems Theory." In Knowledge Creation, 63–88. London: Palgrave Macmillan UK, 2000. http://dx.doi.org/10.1007/978-1-349-62753-0_4.

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Conference papers on the topic "Knowledge creation"

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Shih-Wei Chou and Mong-Young He. "Facilitating knowledge creation by knowledge assets." In 37th Annual Hawaii International Conference on System Sciences, 2004. Proceedings of the. IEEE, 2004. http://dx.doi.org/10.1109/hicss.2004.1265584.

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Tan, Seng Chee. "Technology and Knowledge Creation." In 2015 IEEE 15th International Conference on Advanced Learning Technologies (ICALT). IEEE, 2015. http://dx.doi.org/10.1109/icalt.2015.154.

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Amritesh and Runa Sarkar. "Knowledge creation in agropedia." In the International Conference. New York, New York, USA: ACM Press, 2009. http://dx.doi.org/10.1145/1643823.1643844.

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Šiška, Jiří. "Creation of Knowledge Base." In STUDENT EEICT 2023. Brno: Brno University of Technology, Faculty of Electrical Engineering and Communication, 2023. http://dx.doi.org/10.13164/eeict.2023.65.

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Saad, S., N. Salim, and H. Zainal. "Islamic knowledge ontology creation." In 2009 4th International Conference for Internet Technology and Secured Transactions (ICITST 2009). IEEE, 2009. http://dx.doi.org/10.1109/icitst.2009.5402635.

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Kharbat, Faten F., and John Girard. "Knowledge Creation, Productivity, and Collaboration." In the 2018 International Conference. New York, New York, USA: ACM Press, 2018. http://dx.doi.org/10.1145/3230348.3230366.

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Zhuang, Bao, and Zhou Tongxin. "The Strategy of Knowledge Management and Knowledge Creation." In 2010 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2010. http://dx.doi.org/10.1109/iciii.2010.70.

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Newell, S., S. Adams, M. Crary, P. Glidden, V. LaFarge, and A. Nurick. "An Autoethnographic Account of Knowledge Creation: Seeing and Feeling Knowledge Creation in Project Teams." In Proceedings of the 39th Annual Hawaii International Conference on System Sciences (HICSS'06). IEEE, 2006. http://dx.doi.org/10.1109/hicss.2006.47.

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Uszkoreit, Hans. "Crosslingual language technologies for knowledge creation and knowledge sharing." In the workshop. Morristown, NJ, USA: Association for Computational Linguistics, 2001. http://dx.doi.org/10.3115/1118220.1118223.

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Yoshioka, Shohei, Takuya Maekawa, Yasushi Hirano, Shoji Kajita, and Kenji Mase. "Interactive story creation for knowledge acquisition." In Proceeding of the 5th ACM/IEEE international conference. New York, New York, USA: ACM Press, 2010. http://dx.doi.org/10.1145/1734454.1734507.

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Reports on the topic "Knowledge creation"

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Martin, David L., Grit Denker, Richard Waldinger, and Jerry Hobbs. Knowledge Creation Tools for DAML. Fort Belvoir, VA: Defense Technical Information Center, March 2006. http://dx.doi.org/10.21236/ada449078.

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Puga, Diego, and Daniel Trefler. Knowledge Creation and Control in Organizations. Cambridge, MA: National Bureau of Economic Research, August 2002. http://dx.doi.org/10.3386/w9121.

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Griffith, Rachel. Chinese inventors: new input into knowledge creation. The IFS, October 2009. http://dx.doi.org/10.1920/ps.ifs.2024.1042.

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Freeman, Richard. One Ring to Rule Them All? Globalization of Knowledge and Knowledge Creation. Cambridge, MA: National Bureau of Economic Research, August 2013. http://dx.doi.org/10.3386/w19301.

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Heselmans, Marianne, and Brenda Kuzniar-van der Zee. Joint Knowledge Creation : Towards sustainable agriculture in a changing climate. Wageningen: FACCE-JPI, 2018. http://dx.doi.org/10.18174/458222.

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Sunny, Yemuna. Redefining Sustainable Development: Co-Creation of Knowledge with the Bharia People. Indian Institute for Human Settlements, 2023. http://dx.doi.org/10.24943/tesf0706.2023.

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Abstract:

This study examines the lived experiences of the Bharia people of Patalkot with regard to ecology, society, and the modern school. The research methodology, attempting to keep the agency of the Bharia at the centre, has helped to evolve knowledge that is at once embedded and questioning. At the interface of the tribal and the non-tribal existences, like the market and the modern school, there are undercurrents of exploitation, alienation and a sense of being undervalued. The thriving forests of Patalkot enhance socio-cultural and ecological relationships of tribal society and help rethink development in terms of ecological restoration and egalitarian relationships, both of which are in decline in the contemporary phase of capital through liberalisation, globalisation and privatisation.

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Raj, Deepika, and Jung Ha-Brookshire. Exploration of Knowledge Creation Processes and Work Environments in the Wearable Technology Industry. Ames: Iowa State University, Digital Repository, November 2015. http://dx.doi.org/10.31274/itaa_proceedings-180814-124.

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Lee, Yoon Kyung. Knowledge Convergence and Co-Creation Learning: The Personal Customization System on Apparel Design. Ames: Iowa State University, Digital Repository, 2017. http://dx.doi.org/10.31274/itaa_proceedings-180814-1748.

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Nosek, John T. Exploring Group Cognition as a Basis for Supporting Group Knowledge Creation and Sharing. Fort Belvoir, VA: Defense Technical Information Center, March 2001. http://dx.doi.org/10.21236/ada467937.

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Leedom, Dennis K. Modeling the Creation of Actionable Knowledge within a Joint Task Force Command System (Project GNOSIS). Fort Belvoir, VA: Defense Technical Information Center, August 2006. http://dx.doi.org/10.21236/ada460815.

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