Information Technology Reference
In-Depth Information
1.1
Theoretical Model
Knowledge has been studied by different schools of thought: Organizational theory,
Industrial Economy, Management, and Innovation Management. All of them as
analyzed the form, results and processes throughout organizations learn.
The aim of this research is to analyses the role of individual knowledge in
organizational innovation and change processes and in the literature we can find a
strong linkage between them. However, knowledge can be an enabler or a disabler of
organizational innovation and change success, because individual knowledge transfer
and use is a very complex social interaction process [1]; [2]; [3].
To Davenport and Prusak [4] “knowledge is a fluid mix of framed experience,
values, contextual information, and expert insight that provides a framework for
evaluating and incorporating new experiences and information”.
Other reference authors like Polanyi [5] associate knowledge to action. He says
that “knowledge is the ability to act”. Nonaka and Takeuchi [6] explain that
knowledge is created by the flow of information associated with the beliefs and
commitments of those who possess it.
In the view of Nonaka and Takeuchi [6], knowledge is created within the company
to make it more successful and to keep it on the market, competitive and ahead of its
rivals.
Coulson Thomas [7] remarks that today's organizations do not compete in terms of
products, services or technology, but in terms of know-how, processes and values.
Related to knowledge another concept has emerged; Armstrong [8] has studied the
concept of intellectual capital as "the stocks and flows of knowledge available to an
organization". For this researcher, intellectual capital represents therefore a frame for
three main elements:
•
The Human Capital, which represents the creative force of every
organization, in terms of skills, competencies and knowledge.
•
The Social Capital, representing the relationships inside and outside the
organization which enhance the human capital potential.
The Organizational Capital (seen as materials, databases, manuals), which means
what the organization (and not the employees as individuals) actually possesses.
The human and the social capital still far from satisfactory in the most part of
organizations. The existence of learning groups, the development of knowledge
networks or communities of practice is still exceptions in few organizations.
2
Method
2.1
Methodological Options
The paradigm for what constitutes important and valid research continues to expand
from quantitative to qualitative methodologies and there are more and more scholars
and practitioners to struggle with how to help organizations change in real time.
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