TY - JOUR
T1 - Organisational knowledge creation strategies
T2 - A conceptual framework
AU - Yang, Chen Wei
AU - Fang, Shih Chieh
AU - Lin, Julia L.
N1 - Funding Information:
We are grateful to three anonymous reviewers, whose constructive comments and suggestions were very valuable in shaping this paper. The research on which this paper is based was supported by the National Science Council (NSC 97-2410-H-242 -001 -MY2 ).
Copyright:
Copyright 2019 Elsevier B.V., All rights reserved.
PY - 2010/6
Y1 - 2010/6
N2 - 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.
AB - 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.
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U2 - 10.1016/j.ijinfomgt.2009.08.005
DO - 10.1016/j.ijinfomgt.2009.08.005
M3 - Article
AN - SCOPUS:77950596555
SN - 0268-4012
VL - 30
SP - 231
EP - 238
JO - International Journal of Information Management
JF - International Journal of Information Management
IS - 3
ER -