Proceedings of the 8th International Conference on Intellectual ...

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Palmira Juceviciene and Vyda Mozuriuniene The above-highlighted structure <strong>of</strong> knowing helps define <strong>the</strong> structure <strong>of</strong> organizational knowing (in this work it has been reduced to <strong>the</strong> explicit and tacit knowledge in respect to an organization). Not only Nonaka and Takeuchi’s (1995) SECI model’s ideas, that enable distinguishing organizational knowing at group and organization’s levels, are <strong>of</strong> great significance. Significant is also Johnson’s (2007) approach that employees may create <strong>the</strong>ir knowledge by <strong>the</strong>ir own reflection.The latter approach allows claiming that <strong>the</strong> organizational knowing is a dimension not only on a collective level, but also on an individual level. The existence <strong>of</strong> knowledge on <strong>the</strong> collective and individual levels is supported by Cook and Brown (1999). Hence, organizational knowing in structural terms can be identified as explicit and tacit knowledge, recognized by an organization as important for its performance and existing on <strong>the</strong> three levels: a) individual knowing, required for individual performance at an organization, b) group (units, project groups, etc.), c) entire organization’s (e.g., knowing <strong>of</strong> <strong>the</strong> mission, vision, goals, etc.). However, is organizational knowing <strong>the</strong> only entity <strong>of</strong> knowledge that exists at an organization? Stankeviciute (2002) has considered organizational knowing to be a holistic category <strong>of</strong> a higher abstraction degree, defining collective knowing which constantly varies in relation to <strong>the</strong> explicit and tacit knowledge <strong>of</strong> organization’s members and <strong>the</strong>ir groups. One part <strong>of</strong> it is embedded in products, concepts, strategies, and is an institutionalized form <strong>of</strong> procedures and rules. The o<strong>the</strong>r part remains at organization’s level as a form <strong>of</strong> tacit knowing. Taking into account Johnson’s (2007) idea that individuals create knowledge through reflections <strong>of</strong> <strong>the</strong>ir experience, it can be stated that <strong>the</strong>y create knowledge not only inside, but also outside <strong>the</strong> organization, reflecting <strong>the</strong>ir own life experiences. They can also learn and acquire informal knowledge in o<strong>the</strong>r ways, formally unknown to <strong>the</strong> organization, which, in turn, may be a part <strong>of</strong> learning processes on individual and collective levels. Therefore, organization’s knowing can structurally consist <strong>of</strong> two parts: Organizational knowing, important to an organization, recognized and encouraged by it (explicit and tacit knowledge at individual, group, and entire organization’s level). Informal knowing, existing at an organization and formally not considered by <strong>the</strong> organization as significant for performance; it is mainly formed during informal learning processes. The organization is not interested in <strong>the</strong>se processes and does not put efforts to encourage <strong>the</strong>m. Informal knowing, as explicit and tacit knowledge, can also be determined at <strong>the</strong> organization on three levels: individual, group, and <strong>the</strong> entire organization. However, <strong>the</strong> existence <strong>of</strong> informal knowing on <strong>the</strong> entire organization’s level may elicit broad discussions. At this point, <strong>the</strong> main question emerges: whe<strong>the</strong>r or not <strong>the</strong> informal part <strong>of</strong> knowing, which exists at an organization, but is not ascribed to organizational knowing, is significant to successful performing <strong>of</strong> work at an organization? Empirical research is required to answer this question. 3. Empirical research methodology <strong>of</strong> organization‘s knowing Empirical research on organization’s knowing is a complicated problem, first <strong>of</strong> all, because this knowing includes tacit knowledge. Considering <strong>the</strong> problems with researching such knowledge, not all <strong>the</strong> three aforementioned knowledge forms – tacit and implicit knowledge as well as tacit knowing, are being determined, but only implicit knowledge and some part <strong>of</strong> tacit knowledge which can be expressed by individuals. A case study strategy is to be applied to <strong>the</strong> research on organization’s knowing, which allows going deeper into organization’s context. A multinational company with <strong>the</strong> headquarters based in Finland, with subsidiaries in 8 countries, was selected for <strong>the</strong> research. It is referred to as Company X due to ethical considerations. A multinational company was chosen in order to be able to research several enterprises acting in a commonly defined context. Company X was not chosen accidentally: a) it applies knowledge and solutions required to overcome <strong>the</strong> challenges <strong>of</strong> modern business as well as social challenges; b) it pays much attention to staff development; c) company headquarters that shapes <strong>the</strong> organizational culture and philosophy is located in Finland, a country that fosters Scandinavian culture in developing high technologies and innovations; d) one <strong>of</strong> <strong>the</strong> co-authors <strong>of</strong> <strong>the</strong> article has had business relationships <strong>of</strong> 15 years with this multinational company; thus, <strong>the</strong> activity <strong>of</strong> <strong>the</strong> company and its people could be closely followed within this period. 276
Palmira Juceviciene and Vyda Mozuriuniene The empirical research that relates to organization’s knowing is a complex research which requires much time and effort from researchers and informants. Therefore, <strong>the</strong> scope <strong>of</strong> <strong>the</strong> research was limited to subsidiaries in Lithuania, Latvia, and Estonia. The best method to analyze knowledge is an interview. However, <strong>the</strong> application <strong>of</strong> this method requires a lot <strong>of</strong> resources, and in many cases it creates difficulties for researchers. The problem can be solved by optimized research <strong>of</strong> organization’s knowing, which allows a written survey <strong>of</strong> company’s employees. In such a case, <strong>the</strong> requirement is that <strong>the</strong> employees have to be competent and responsible in evaluating <strong>the</strong>ir own knowledge and its creation. Therefore, a case study was supplemented by developmental research. It is known that during <strong>the</strong> survey employees acquire extra competence in knowledge evaluating. Optimized research consists <strong>of</strong> four stages: 1. A multinational company is analysed as <strong>the</strong> context <strong>of</strong> organization’s knowing (methods: document analysis, observation). 2. Discussions with <strong>the</strong> employees, who participate in <strong>the</strong> empirical research, are carried out to develop <strong>the</strong> necessary competences on <strong>the</strong>ir own knowledge evaluation. 3. A written questionnaire is submitted to knowledge workers <strong>of</strong> <strong>the</strong> selected subsidiaries. 4. The data is processed, analysed, and interpreted. The questionnaire has been constructed on <strong>the</strong> basis <strong>of</strong> organization’s knowing characteristics, determined in <strong>the</strong> first part <strong>of</strong> <strong>the</strong> article. The questions in <strong>the</strong> first section aim at revealing <strong>the</strong> data, based on organization’s knowing. As organization’s knowing is always its employees’ knowledge, <strong>the</strong> informants are asked to indicate: a) which knowledge and how much <strong>of</strong> it <strong>the</strong>y need in order to be successful when performing <strong>the</strong>ir work (all <strong>the</strong> required knowledge makes up 100 percent), b) how much <strong>of</strong> each kind <strong>of</strong> <strong>the</strong> required knowledge <strong>the</strong>y obtain (approximately, in percent). The questions in <strong>the</strong> second section intend to define <strong>the</strong> type <strong>of</strong> knowledge, comprising organization’s knowing which is being enhanced by <strong>the</strong> employees. The questions in <strong>the</strong> third section intend to find out which knowledge, created by <strong>the</strong> employees, remains tacit (known exceptionally to <strong>the</strong>m) and which is explicit. The selection <strong>of</strong> informants was purposive: all <strong>the</strong> employees engaged in knowledge-based work at <strong>the</strong> three Baltic subsidiaries were selected: 29 in Lithuania, 32 in Latvia, and 32 in Estonia. Two thirds <strong>of</strong> <strong>the</strong> informants had higher (mostly university) education, and one third had secondary education. The survey participants belong to <strong>the</strong> group <strong>of</strong> young and middle-aged employees. Statistical Package for Social Sciences 12 s<strong>of</strong>tware was used to process <strong>the</strong> research data. Factors determining <strong>the</strong> characteristics <strong>of</strong> organization’s knowing were defined through descriptive statistics and correlation analysis. 4. Company X case study: what else, in addition to organizational knowing, determines successful performance <strong>of</strong> <strong>the</strong> employees? Research findings <strong>of</strong> <strong>the</strong> three Company X subsidiaries are reviewed in this part. 4.1 Company X The researched Company X was founded in 1913 in Finland as a family business. Until 1992 it operated as a national enterprise. Following successful investments in Estonia in 1992, <strong>the</strong> company expanded through acquisitions into o<strong>the</strong>r countries. With multinational operations developing business in nine countries, <strong>the</strong> company still remains under <strong>the</strong> ownership <strong>of</strong> <strong>the</strong> fourth generation within one family. Company’s headquarters is located in Finland, with subsidiaries in Sweden, Norway, Poland, Russia, Estonia, Latvia, Lithuania, and Kazakhstan. Company X has declared <strong>the</strong> following values in its corporate philosophy: working toge<strong>the</strong>r, respecting people, better than before. According to Funakava (1997), in <strong>the</strong> process <strong>of</strong> <strong>the</strong>ir own development, multinational companies evolve through global cooperation and go through four stages <strong>of</strong> cooperation: 1) international ethnocentric, 2) multinational polycentric, 3) multiregional region-centric, and 4) global geocentric. 277
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Proceedings <stron
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Contents Paper Title Author(s) Page
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Paper Title Author(s) Page No. Main
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Paper Title Author(s) Page No. Know
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Preface These proceedings represent
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TU Dortmund, Germany, ); Wing Bun L
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William Halal is Prof</stro
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Evgeny Blagov has obtained a specia
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science and mathem
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George Majdalany is a PhD candidate
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Joyce Nesamani Simson is a PhD cand
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Manpower Discipline Based on Knowle
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Peyman Akhavan et al. brains, knowl
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Peyman Akhavan et al. showed that o
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Peyman Akhavan et al. appropriate l
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Peyman Akhavan et al. sources for c
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Attitudes Towards Changes and Organ
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Ruth Alas et al. During the
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Professional inter
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Ruth Alas et al. Table 4: Correlati
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Research was supported by ETF Grant
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Rivadávia Correa Drummond de Alvar
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5. Conclusions Rivadávia Correa Dr
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Toward a Meta-Synthe</stron
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Xiaomi An et al 2.3 Reasons for dev
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Xiaomi An et al PTC works closely w
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Xiaomi An et al The first is an adm
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Xiaomi An et al policy reflections
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Figure 1: Transmission gear Marko A
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Marko Anzelak et al. knowledge basi
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Marko Anzelak et al. 72% recognise
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Marko Anzelak et al. virtually all
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Gabriel Prananingrum Aryanindita an
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Rita Babiliūtė and Kęstutis Kri
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Knowledge Management, Cultural Know
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Leonard Barnett and Edward Carter 2
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Leonard Barnett and Edward Carter p
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Leonard Barnett and Edward Carter p
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Leonard Barnett and Edward Carter d
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Impact of Knowledg
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Bob Barrett shorter product life-cy
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Bob Barrett 6. Concept of</
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Bob Barrett Brown, J.S. and Duguid
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Aurilla Aurelie Bechina and Eli Hus
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Lorne Booker et al. Knowledge is us
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Figure 1: Business Valuation Knowle
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3.4 Practitioner knowledge market L
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4. Implications Lorne Booker et al.
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Strategic Thinking Dimensions in Em
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Constantin Bratianu et al. shows <s
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Constantin Bratianu et al. Academy
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Constantin Bratianu et al. cases wi
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Constantin Bratianu et al. Pinker,
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Delio Ignacio Castañeda and Sandra
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Quality in Teacher Education: A Sys
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Rajendra Chetty The mechanism <stro
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Academic leadership Rajendra Chetty
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Rajendra Chetty There must be a re-
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Developing Personal Knowledge Manag
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Thirathep Chonmait
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Thirathep Chonmait
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The Relationship Between Knowledge
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Samuel Kai Wah Chu et al. A knowled
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Samuel Kai Wah Chu et al. negative
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Samuel Kai Wah Chu et al. Questionn
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Samuel Kai Wah Chu et al. few done
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Value Creation Through Collaborativ
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Ridha Derrouiche et al. level for e
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Ridha Derrouiche et al. best, <stro
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Ridha Derrouiche et al. experience
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Ridha Derrouiche et al. Of course,
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Organizational Learning and Transfo
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Irra Chrisyanti Dewi was carried ou
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Irra Chrisyanti Dewi Table 2: Valid
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Irra Chrisyanti Dewi Library is exp
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Knowledge Acquisition and Sharing:
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Ikechukwu Diugwu articulated and st
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Ikechukwu Diugwu establishing setti
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Ikechukwu Diugwu Mentzer, J. T., Mi
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Eva Eckenhofer cou
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Eva Eckenhofer The
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Eva Eckenhofer The
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Eva Eckenhofer Bur
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1.2 Intellectual capital and innova
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3.2.2 Reliability Irene Y.H. Fan an
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Figure 4: latent variable coefficie
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Irene Y.H. Fan and Rongbin W.B. Lee
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Irene Y.H. Fan and Rongbin W.B. Lee
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2.1 Appropriation Ronny Gey From a
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Ronny Gey Table 1: Characterization
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Ronny Gey The developers feel that
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Ronny Gey A first limitation we wer
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Kenneth Grant part of</stro
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Kenneth Grant The diffusion was stu
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Kenneth Grant A detailed computer-s
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Kenneth Grant did not come to <stro
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Kenneth Grant of m
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Michel Grundstein although hundred
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Michel Grundstein Figure 1: DITEK p
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Michel Grundstein 4.1.1 Knowledge i
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Michel Grundstein share. However <s
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6. Conclusions and perspectives Mic
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Intellectual Property Valuation Dec
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Hezlin Harris et al. (Burrone and S
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Hezlin Harris et al. The need for s
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Acknowledgements Hezlin Harris et a
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Managing an Assessment Process <str
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Table 1: List of N
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Shaheed Hartley Table 3: OEQ respon
Page 247 and 248: Shaheed Hartley It is very difficul
Page 249 and 250: A Community Framework for Knowledge
Page 251 and 252: Igor Hawryszkiewycz between communi
Page 253 and 254: Figure 4: Modeling knowledge subsys
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Page 257 and 258: Eli Hustad and Aurilla Aurelie Bech
Page 265 and 266: Does Knowledge Stickiness Affect a
Page 267 and 268: Nurul Indarti knowledge (Nelson and
Page 269 and 270: 3. Research methods 3.1 Research in
Page 271 and 272: Coded knowledge Nurul Indarti The f
Page 273 and 274: Nurul Indarti Arrow, K. J. (1969).
Page 275 and 276: Organizational Learning in Pr<stron
Page 277 and 278: Brigita Janiunaite et al. learn and
Page 279 and 280: Brigita Janiunaite et al. given dif
Page 281 and 282: Brigita Janiunaite et al. empowered
Page 283 and 284: Brigita Janiunaite et al. A statist
Page 285 and 286: Brigita Janiunaite et al. learning
Page 287 and 288: Balancing the Ince
Page 289 and 290: Giedrius Jucevičius safeguard and
Page 291 and 292: Giedrius Jucevičius nature <strong
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Page 295 and 296: Giedrius Jucevičius Ghosh, T. (200
Page 297: Palmira Juceviciene and Vyda Mozuri
Page 301 and 302: Palmira Juceviciene and Vyda Mozuri
Page 307 and 308: Robertas Jucevicius relations shoul
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Page 313 and 314: Robertas Jucevicius Lawton Smith, H
Page 315 and 316: Annukka Jyrämä et al. knowledge c
Page 317 and 318: Annukka Jyrämä et al. Respondents
Page 319 and 320: Annukka Jyrämä et al. various cit
Page 321 and 322: Annukka Jyrämä et al. example hea
Page 323 and 324: Managing Information Overload - Tea
Page 325 and 326: Harri Ketamo conceptual structure a
Page 327 and 328: Harri Ketamo limited to YouTube, Fl
Page 329 and 330: Harri Ketamo Figure 8: Visualizatio
Page 331 and 332: Farmers’ Knowledge Management in
Page 333 and 334: 2.1 Farmer knowledge Le Nguyen Doan
Page 335 and 336: Le Nguyen Doan Khoi days needed for
Page 337 and 338: Le Nguyen Doan Khoi dosage. Moreove
Page 339 and 340: Le Nguyen Doan Khoi use homemade in
Page 341 and 342: Developing Human Capital through Ne
Page 343 and 344: Eric Kong organisation as individua
Page 345 and 346: Eric Kong As described by Tosey and
Page 347 and 348: Eric Kong Craft, A. (2001) "Neuro-l
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Sophie Le Bellu and Benoit Le Blanc
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Results Sophie Le Bellu and Benoit
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Pornpen Lertthasanawong and Nopasit
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2. Literature review Ya-Hui Ling 2.
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Ya-Hui Ling action of</stro
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Intellectual Capital Intellectual C
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Ya-Hui Ling Hitt, M.A., Hoskisson,
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Maksim Maksimovic et al paper prese
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Maksim Maksimovic et al 4. Lean kno
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Maksim Maksimovic et al of<
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Maurizio Massaro and Andrea Moro <s
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Maurizio Massaro and Andrea Moro Pr
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Maurizio Massaro and Andrea Moro hi
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Maurizio Massaro and Andrea Moro Si
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Helen Mitchell and Dennis Viehland
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Figure 1: KMS Framework for collabo
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Mohd Zali Mohd Nor et al. Ano<stron
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Mohd Zali Mohd Nor et al. Table 4:
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Mohd Zali Mohd Nor et al. KQ8 provi
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Maria Cristina Morariu economy and
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Table 1: Literature review summary
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Maria Cristina Morariu ATO = Turnov
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4.2 Correlation analysis Maria Cris
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4.3 Regression analysis Maria Crist
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Table 13: Regression analysis_M6 Mo
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The Arrival of <st
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Bertrand Pauget and Ahmed Dammak Mo
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Bertrand Pauget and Ahmed Dammak no
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Bertrand Pauget and Ahmed Dammak th
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Bertrand Pauget and Ahmed Dammak Sa
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Wannapa Pipattanawong et al. cannot
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Wannapa Pipattanawong et al. 3.2 Do
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Wannapa Pipattanawong et al. Moreov
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The Dark Side of S
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Siwarit Pongsakornrungsilp vans, ro
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Siwarit Pongsakornrungsilp Kreng Ja
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Siwarit Pongsakornrungsilp Lave, J.
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