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Analysis of tacit knowledge codifica...

Elgayeva, Ekaterina.

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Analysis of tacit knowledge codification in the higher education sector: A case study.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Analysis of tacit knowledge codification in the higher education sector: A case study./
Author:	Elgayeva, Ekaterina.
Description:	191 p.
Notes:	Source: Dissertation Abstracts International, Volume: 76-09(E), Section: B.
Contained By:	Dissertation Abstracts International76-09B(E).
Subject:	Psychology. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3689274
ISBN:	9781321684193

Analysis of tacit knowledge codification in the higher education sector: A case study.
Elgayeva, Ekaterina.

Analysis of tacit knowledge codification in the higher education sector: A case study. - 191 p.

Source: Dissertation Abstracts International, Volume: 76-09(E), Section: B.

Thesis (Ph.D.)--The Chicago School of Professional Psychology, 2015.

This item must not be sold to any third party vendors.

The value of knowledge in organizational contexts is paramount in today's dynamic knowledge economy. The discipline underlying the study of knowledge is knowledge management (KM), and a key KM process is knowledge transfer and sharing among individuals. Anchored in the theoretical underpinnings of KM, this study explored the process of tacit knowledge codification -- conversion of tacit knowledge into explicit form -- among three differentiated constituent groups in a higher education setting. This exploration was situated in the examination of the cumulative significance of organizational culture, individual agency, organizational structure, and technology infrastructure in the scope of the externalization dimension of Nonaka and Takeuchi's (1995) SECI Model of Knowledge Creation. The Knowledge Management Infrastructure (KMI) conceptual model -- comprised of dimensions of culture, agency, structure and technology -- was introduced to support this exploration. Data collection was undertaken in a private academic institution, and a total of fifteen interviews were conducted with participants across constituent groups of faculty, operations staff and leadership. The cumulative significance of the four dimensions of the KMI conceptual model in the context of externalization was captured in the following seven interdependencies: 1) culture-agency, (2) culture-structure, (3) culture-agency-structure, (4) culture-technology, (5) agency-structure, (6) agency-technology, and (7) structure-technology. Within and across these interconnections, findings revealed that relationships unify the four dimensions of the KMI conceptual model in relation to tacit knowledge codification. On the basis of the findings and practical implications, additional research to examine the applicability of the KMI conceptual model within diverse organizational settings is recommended. Further research is also recommended to align the KMI conceptual model with outcomes of organizational learning and innovation, performance and effectiveness, turnover and organizational memory.

ISBN: 9781321684193Subjects--Topical Terms:

519075
Psychology.

Analysis of tacit knowledge codification in the higher education sector: A case study.
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245 1 0 $a Analysis of tacit knowledge codification in the higher education sector: A case study.
300 $a 191 p.
500 $a Source: Dissertation Abstracts International, Volume: 76-09(E), Section: B.
500 $a Adviser: Connie Fuller.
502 $a Thesis (Ph.D.)--The Chicago School of Professional Psychology, 2015.
506 $a This item must not be sold to any third party vendors.
506 $a This item must not be added to any third party search indexes.
520 $a The value of knowledge in organizational contexts is paramount in today's dynamic knowledge economy. The discipline underlying the study of knowledge is knowledge management (KM), and a key KM process is knowledge transfer and sharing among individuals. Anchored in the theoretical underpinnings of KM, this study explored the process of tacit knowledge codification -- conversion of tacit knowledge into explicit form -- among three differentiated constituent groups in a higher education setting. This exploration was situated in the examination of the cumulative significance of organizational culture, individual agency, organizational structure, and technology infrastructure in the scope of the externalization dimension of Nonaka and Takeuchi's (1995) SECI Model of Knowledge Creation. The Knowledge Management Infrastructure (KMI) conceptual model -- comprised of dimensions of culture, agency, structure and technology -- was introduced to support this exploration. Data collection was undertaken in a private academic institution, and a total of fifteen interviews were conducted with participants across constituent groups of faculty, operations staff and leadership. The cumulative significance of the four dimensions of the KMI conceptual model in the context of externalization was captured in the following seven interdependencies: 1) culture-agency, (2) culture-structure, (3) culture-agency-structure, (4) culture-technology, (5) agency-structure, (6) agency-technology, and (7) structure-technology. Within and across these interconnections, findings revealed that relationships unify the four dimensions of the KMI conceptual model in relation to tacit knowledge codification. On the basis of the findings and practical implications, additional research to examine the applicability of the KMI conceptual model within diverse organizational settings is recommended. Further research is also recommended to align the KMI conceptual model with outcomes of organizational learning and innovation, performance and effectiveness, turnover and organizational memory.
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