Three shapes of organisational knowledge
March 28, 2013 Editor 0
Purpose – This research seeks to respond to Simon’s challenge to apply “an economic calculus to knowledge”. The paper aims to develop a typology of knowledge that may be fruitful in facilitating research in a knowledge-based view of production. Design/methodology/approach – The paper reviews the enduring literature on the knowledge-based view of the firm (KBV) and gleans three classifications of organisational knowledge as distinct factors of production: tacit, codified, and encapsulated knowledge.
Findings – Differences between the tacit, codified, and encapsulated shapes of knowledge carry strategic implications for the firm along six important dimensions. Distinguishing between its three classifications sets the stage for measurement of knowledge as a factor of production.
Research limitations/implications – Distinctions between the three shapes of knowledge may be less defined in practice than in theory. The classification in which a repository of knowledge falls is dependent on the tacit knowledge being applied by the user. Software may be encapsulated to a user, but codified to its creator.
Practical implications – Recognition of the differences between the three shapes of organisational knowledge may help managers to: determine the most economic combination of knowledge to use in production; transfer knowledge more effectively within and across organisational boundaries; determine the most economic location of firm boundaries; and ensure value is appropriated for the firm. Originality/value – The paper suggests that distinguishing and accentuating encapsulated knowledge as a distinct classification of knowledge can help advance the development of a strategic knowledge-based theory of production.
Go to Source
- Three Shapes of Organizational Knowledge
- Securing post-succession continuity in family firms through knowledge transfer
- Financing Agricultural Growth in Africa
- Africa’s music industry grows to its own beat
- Why are Chinese partners passive innovators? National culture, organisation processes and innovation propensity in cross-border alliances
- 9 Different Models in use for Innovation Governance
Categories: Knowledge Management
Subscribe to our stories
- The Strategic Role of Design in Driving Digital Innovation June 10, 2021
- Correction to: Hybrid mosquitoes? Evidence from rural Tanzania on how local communities conceptualize and respond to modified mosquitoes as a tool for malaria control June 10, 2021
- BRIEF FOCUS: Optimal spacing for groundnuts in smallholder farming systems June 9, 2021
- COVID-19 pandemic: impacts on the achievements of Sustainable Development Goals in Africa June 9, 2021
- Explicit knowledge networks and their relationship with productivity in SMEs May 30, 2021