Organisational knowledge creation strategies: A conceptual framework

Chen Wei Yang, Shih Chieh Fang, Julia L. Lin

Research output: Contribution to journalArticlepeer-review

48 Citations (Scopus)

Abstract

The main purposes of this article are to identify the dimensions of organisational knowledge creation strategies (EICE model: exploration, institutional entrepreneurship, combination, exploitation) and to clarify the relationship between the organisational knowledge creation strategies and its knowledge asset. For these purposes, guided by knowledge-based view and knowledge creation theory, we propose an EICE model and explore its effect on the knowledge asset. We further suggest the managerial implications and theoretical implications. The main managerial implication is that the knowledge creation strategies model may help manager to make effective strategies for knowledge creation within the organisation. The main contributions to organisation theory are extending Nonaka's knowledge creation theory to form a new strategic model for knowledge creation.

Original languageEnglish
Pages (from-to)231-238
Number of pages8
JournalInternational Journal of Information Management
Volume30
Issue number3
DOIs
Publication statusPublished - 2010 Jun

All Science Journal Classification (ASJC) codes

  • Information Systems
  • Computer Networks and Communications
  • Library and Information Sciences

Fingerprint

Dive into the research topics of 'Organisational knowledge creation strategies: A conceptual framework'. Together they form a unique fingerprint.

Cite this