471649
Descripción
Fichas por mel_clark678, actualizado hace más de 1 año
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Creado por mel_clark678
hace más de 10 años
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| Pregunta | Respuesta |
| What are the 4 types of organisational knowledge? (name, date) | Boisot 1995 - Codified: knowledge which can be stored - Uncodified: knowledge which cannot be stored without losing essential characteristics of its context - Diffused: that which is shared and accessible - Undiffused: that which is private, locked within memory. |
| Draw the organisational knowledge matrix thing. |
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| What is the SECI model and explain it. (name, date) | Nonaka and Takeuchi 1995 Knowledge amplification- the people have the knowledge but need the organisation to create the environment to share it. 1. Convert tacit knowledge to explicit 2. Move knowledge from the individual to the group, organisation or inter-organisation |
| Draw the SECI model |
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| Explain socialisation. | - The process of sharing experiences - Networking - Mentoring/Coaching - COPs - Honda- brainstorm camps- informal gatherings |
| Explain Externalisation. | - Creating knowledge by making tacit knowledge explicit - Creating metaphors, stories - Translating customer requirements into new product development - Capturing experiences of employees by asking qs - Capturing best practices - Developing a knowledge map that shows who has what knowledge and where to find them - Developing an organisational memory. |
| Explain Combination. | - Combining or reconfiguring difficult fields of explicit knowledge leading to new explicit knowledge - Training and education - Standardisation - Making new knowledge available on an organisation wide basis |
| Explain Internalisation. | - The explicit knowledge becomes absorbed as tacit knowledge - It is lived/experienced by the user - Learning by doing - Documenting knowledge into manuals, papers etc. |
| Draw the knowledge spiral. |
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| What is the 5 phase model for organisational knowledge creation? | Nonaka and Takeuchi 1995 1. Share tacit knowledge 2. Creating concepts 3. Justifying concepts (see if they are inline with organisational goals) 4. Building an archetype (concept converted into something tangible) 5. Cross-levelling of knowledge (the concepts and models are used to create new cycles of knowledge). |
| What are the 4 key activities in knowledge building activities? (Name, date) | Leonard-Barton 1995 - 1. Shared creative problem solving 2. Implementing and integrating new methods and tools 3. Experimentation and prototyping 4. Importing knowledge from outside |
| What are the 2 models for innovative knowledge creating organisations? | -Creatogenic and creatopathic organisations (barron et al 1997) - Five enabling (cultural) conditions (Nonaka and Takeuchi 1995) |
| List some features of creatogenic organisations. | - Top management committed to creativity - Employees are expected to be creative - Clear organisational mission and vision - An encouraging and empowering leadership style (power to not power over, playful attitude to work) - Goal is to serve customer -E.g. Honda |
| List some features of creatopathic organisations. | - People live to compete - People are reluctant to change - Knowledge creation is based on comparison- are we better than others? - Goal is to be number one - E.g GE |
| What are the 5 enabling (cultural) conditions? | 1. Organisation intention- vision. 2. Autonomy- self motivating, experimenting with new ideas 3. Fluctuation and creative chaos 4. Information redundancy- info available beyond its immediate operational relevance, promotes sharing of ideas 5. Requisite variety- the complexity of the organisation must match that of its external environment. |
| Draw the organisational forgetting matrix. |
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