Organisational knowledge creation strategies: A conceptual framework

Chen-Wei Yang, Shih-Chieh Fang and Julia L. Lin

International Journal of Information Management, 2010, vol. 30, issue 3, 231-238

Abstract: The main purposes of this article are to identify the dimensions of organisational knowledge creation strategies (EICE model: exploration, institutional entrepreneurship, combination, exploitation) and to clarify the relationship between the organisational knowledge creation strategies and its knowledge asset. For these purposes, guided by knowledge-based view and knowledge creation theory, we propose an EICE model and explore its effect on the knowledge asset. We further suggest the managerial implications and theoretical implications. The main managerial implication is that the knowledge creation strategies model may help manager to make effective strategies for knowledge creation within the organisation. The main contributions to organisation theory are extending Nonaka's knowledge creation theory to form a new strategic model for knowledge creation.

Keywords: Knowledge-based view; Organisational knowledge; Knowledge creation strategy (search for similar items in EconPapers)
Date: 2010
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Citations: View citations in EconPapers (2)

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Persistent link: https://EconPapers.repec.org/RePEc:eee:ininma:v:30:y:2010:i:3:p:231-238

DOI: 10.1016/j.ijinfomgt.2009.08.005

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