La complejidad del conocimiento: retos para su eficaz creación y transferencia en la organización innovadora
DOI:
https://doi.org/10.18046/j.estger.2012.1479Palabras clave:
Complejidad del conocimiento, creación de conocimiento, transferencia deComplejidad del conocimiento, transferencia de conocimiento, aprendizaje organizativo, innovación.Resumen
Una eficaz creación y transferencia de conocimiento es esencial para promover el aprendizaje organizativo y la innovación. Con este postulado como idea principal, este artículo explora sendos casos de proyectos de gestión del conocimiento en dos empresas españolas, profundizando en tres características problemáticas del conocimiento:dispersión, ambigüedad y perturbación. Los resultados recomiendan diseñar cuidadosamente el proyecto de gestión de conocimiento teniendo en cuenta: el propósito de la
Descargas
Referencias
Alegre, J. & Chiva, R. (2008). Assessing the impact of organizational learning capability on product innovation performance: An empirical test. Technovation, 28(6), 315-326.
Argote, L., McEvily, B. & Reagans, R. (2003). Managing knowledge in organizations: An integrative framework and review of emerging themes. Management Science, 49(4), 571-582.
Argyris, C. & Schön, D. (1978). Organizational learning: A theory of action perspective. Reading, MA: Addison- Wesley.
Atkinson, R. (1999). Project management: cost, time, and quality, two best guesses and a phenomenon, it's time to accept other success criteria. International Journal of Project Management, 17(6), 337-342.
Bogenrieder, I. & Nooteboom, B. (2004). Learning groups: What types are there? Assessing the impact of organizational learning capability on product innovation performance: An empirical test. Technovation, 28(6), 315-326.
Bontis, N., Crossan, M.M. & Hulland, J. (2002). Managing an organizational learning system by aligning stocks and flows. Journal of Management Studies, 39(4), 437-469.
Brown, J.S. & Duguid, P. (1991). Organizational learning and communities-ofpractice. Organization Science, 2(1), 40-57.
Cabrera, A. & Cabrera, E.F. (2002). Knowledge- sharing dilemmas. Organization Studies, 23(5), 687-710.
Carlile, P.R. (2002). A pragmatic view of knowledge and boundaries: Boundary objects in new product development. Organization Science, 13(4), 442-455.
Christensen, C., Bohmer, R. & Kenagy, J. (2000). Will disruptive innovations cure health care?. Harvard Business Review, 78(5), 102-112.
Christensen, P.H. (2007). Knowledge sharing: Moving away from the obsession with best practices. Journal of Knowledge Management, 11(1), 36-47.
Cook S.D. & Brown J.S. (1999). Bridging epistemologies: The generative dance between organizational knowledge and organizational knowing. Organization Science, 10(4), 381-400.
Crossan, M.M., Lane, H.W. & White, R.E. (1999). An organizational learning framework: From intuition to institution. Academy of Management Review, 24(3), 522-537.
Davenport, T.H., De Long, D.W. & Beers, M.C. (1998). Successful knowledge management projects. Sloan Management Review, 39(2), 43- 57.
Dougherty, D. (1992). Interpretive barriers to successful product innovation in large firms. Organization Science, 3(2), 179-202.
Gherardi, S. & Nicolini, D. (2000). The organizational learning of safety in communities of practice. Journal of Management Inquiry, 9(1), 7-18.
Holstein, J.A. & Gubrium, J.F. (1997). Active interviewing. En D. Silverman (Ed.), Qualitative research – Theory, method and practice (pp. 113-129). Londres: Sage.
Hsiao, R.-L., Dun-Hou, S. & Lee, C.-F. (2006). The problems of embedness: Knowledge transfer, coordination and reuse in information systems. Organization Studies, 27(9), 1289-1317.
Karlsen, J.T. & Gottschalk, P. (2004). Factors affecting knowledge transfer in IT projects. Engineering Management Journal, 16(1), 3-10.
King, N. (1994). The qualitative research interview. In Cassell, C. and Symon, G. (Eds.). Qualitative methods in organizational research, 15-36. Londres: Sage.
Kofman, F. & Senge, P.M. (1993). Communities of commitment: The heart of learning organizations. Organizational Dynamics, 22(2), 5-23.
Kolb, D.A. (1984). Experiential learning. New Jersey, NJ: Prentice-Hall.
Levin, D.Z. & Cross, R. (2004). The strength of weak ties you can trust. The mediating effect of trust in effective knowledge transfer. Management Science, 50(11), 1477-1490.
March, J.G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71-87.
Martiny, M. (1998). Knowledge management at HP consulting. Organizational Dynamics, 27(2), 71-77.
Maxwell, J.A. (1996). Qualitative research design: An interactive approach. Thousand Oaks, CA: Sage.
McCampbell, A.S., Moorhead, C. & Gitters, S.H. (1999). Knowledge management: The new challenge for the 21st century. Journal of Knowledge Management, 3(3), 172-179.
McDermott, R. & O'Dell, C. (2001). Overcoming cultural barriers to sharing knowledge. Journal of Knowledge Management, 5(1), 76-85.
McInerney, C. (2002). Knowledge management and the dynamic nature of knowledge. Journal of the American Society for Information Science and Technology, 53(12), 1009-1018.
McKenzie, J, Truc, A. & Van Winkelen, C. (2001). Winning commitment for knowledge management initiatives. Journal of Change Management, 2(2), 115-127.
Newell, S. (2005). Knowledge transfer and learning: Problems of knowledge transfer associated with trying to short-circuit the learning cycle. Journal of Information Systems and Technology Management, 2(3), 275-290.
Newell, S., Bresnen, M., Edelman, L., Scarbrough, H. & Swan, J. (2006). Sharing knowledge across projects: Limits to ICTled project review practices. Management Learning, 37(2), 167-185.
Newell, S., Swan, J. & Scarbrough, H. (2001). From global knowledge management to internal electronic fences: Contradictory outcomes of intranet development. British Journal of Management, 12(2), 97-112.
Newell, S., Tansley, C. & Huang, J. (2004). Social capital and knowledge integration in an ERP project team: The importance of bridging AND bonding. British Journal of Management, 15(S1), 43-57.
Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization Science, 5(1), 14-37.
Orlikowski, W.J. (2002). Knowing in practice: Enacting a collective capability in dispersed organizing. Organization Science, 13(3), 249-273.
Pan, S.L., Newell, S., Huang, J. & Galliers, R.F. (2007). Overcoming knowledge management challenges during ERP implementation: The need to integrate and share different types of knowledge. Journal of the American Society for Information Science and Technology, 58(3), 404-419.
Robertson, M., Scarbrough, H. & Swan, J. (2003). Knowledge creation in professional service firms: Institutional effects. Organization Studies, 24(6), 831-857.
Shadbolt, N. & Milton, N. (1999). From knowledge engineering to knowledge management. British Journal of Management, 10(4), 309-322.
Stake, R.E. (1995). The art of case study research. Thousand Oaks, CA: Sage
Storey, J. & Barnett, E.A. (2000). Knowledge management initiatives: Learning from failure. Journal of Knowledge Management, 4(2), 145-156.
Storey, J. & Quintas, P. (2001). Knowledge management and HRM. En J. Storey (Ed.), Human resource management: A critical text (2a ed., pp. 3-20). Londres: Thompson Learning.
Swan, J., Newell, S., Scarbrough, H. & Hislop, D. (1999). Knowledge management and innovation: Networks and networking. Journal of Knowledge Management, 3(4), 262-275.
Szulanski, G., Cappetta, R. & Jensen, R.J. (2004). When and how trustworthiness matters: Knowledge transfer and the moderating effect of causal ambiguity. Organization Science, 15(5), 600-613.
Tsoukas, H. (1996). The firm as a distributed knowledge system: A constructionist approach. Strategic Management Journal, 17(Winter Special Issue), 11-25.
Tsoukas, H. & Vladimirou, E. (2001). What is organizational knowledge?. Journal of Management Studies, 38(7), 973-993.
Vaughan, D. (1997). The trickle-down effect: Policy decisions, risky work, and the challenger tragedy. California Management Review, 39(2), 80-102.
Wiig, K.M. (1999). What future knowledge management users may expect. Journal of Knowledge Management, 3(2), 155-165.
Yin, R.K. (1994). Case study research: Design and methods (2a ed.). Thousand Oaks, CA: Sage.
Publicado
Número
Sección
Licencia
Los autores de artículos serán responsables de los mismos, y por tal no comprometen los principios o políticas de la Universidad Icesi ni las del Comité Editorial de la revista Estudios Gerenciales. Los autores autorizan y aceptan la cesión de todos los derechos a la revista Estudios Gerenciales, tanto en su publicación impresa como electrónica. Luego de publicado el artículo, puede ser reproducido sin autorización, mencionando autor(es), título, año, volumen, número y rango de páginas de la publicación, y como fuente: Estudios Gerenciales (abstenerse de usar Revista Estudios Gerenciales).
Cómo citar
