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Organisational knowledge creation strategies: A conceptual framework

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

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.

Suggested Citation

  • Yang, Chen-Wei & Fang, Shih-Chieh & Lin, Julia L., 2010. "Organisational knowledge creation strategies: A conceptual framework," International Journal of Information Management, Elsevier, vol. 30(3), pages 231-238.
    • Handle: RePEc:eee:ininma:v:30:y:2010:i:3:p:231-238
    DOI: 10.1016/j.ijinfomgt.2009.08.005
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    References listed on IDEAS

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    Cited by:

    1. Almeida, Maria Vaz & Soares, António Lucas, 2014. "Knowledge sharing in project-based organizations: Overcoming the informational limbo," International Journal of Information Management, Elsevier, vol. 34(6), pages 770-779.
    2. Tyagi, Satish & Cai, Xianming & Yang, Kai & Chambers, Terrence, 2015. "Lean tools and methods to support efficient knowledge creation," International Journal of Information Management, Elsevier, vol. 35(2), pages 204-214.

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