Knowledge Creation Processes
After reading through the course materials and the other research materials that I got, the most interesting thing that I found is how knowledge creation works. Although I am not new to the knowledge creation processes, the studies I did made me see the concept in a whole new dimension. The first thing I can say really got me intrigued is the role that each individual plays in the overall knowledge creation. As opposed to my belief that the individual role might hamper the coordination of an organization, I discovered that the individual knowledge actually plays a big role in the overall creation of organizational knowledge (Dretske, 1981).
I discovered from the readings that the knowledge worker is responsible for the information that is produced. This is against the usual organizational idea of not encouraging singling-out of individuals in a group or organization. This made me see knowledge creation as somehow individual-based and “person-focused” where a great deal of attention is given to individual contribution. Furthermore, the knowledge creation process has a lot to do with the individual ability.
As Soo, Devinney and Midgley stated, “know-how synthesis is strongly determined by the ability of the individual employee to absorb new knowledge and the incentives and systems of the firm that encourage knowledge acquisition” (Soo, Devinney & Midgley, 1999). This means that the knowledge creation process might either be hampered or enhanced by the ability of the individual knowledge worker. In addition to this, I discovered that it is not enough to have knowledge workers who have the ability of creating innovations that would give the organization/company a competitive edge.
The success of the knowledge creation process is also dependent on the means of transferring such information. This is because “formal networking is not as important as informal networking as a source of information acquisition for organizations” (Soo, Devinney & Midgley, 1999).
Reference: Dretske, F. (1981) Knowledge and the Flow of Information Cambridge, MA: MIT Press. Nonaka, I. (1994), “A Dynamic Theory of Organizational Knowledge Creation,” Organization Science 5 (1): 14–37. Soo, Devinney & Midgley, D. (1999) The Process of Knowledge Creation in Organizations. Centre for Corporate ChangeSample Essay of Custom-Writing