Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
Paper to be presented at the DRUID Academy 2012
on
Venue: University of Cambridge /The Moeller Centre
THE DYNAMICS OF ORGANIZATIONAL KNOWLEDGE:
A FRAMEWORK FOR INNOVATION
Fernando Luiz Goldman
Universidade Federal do Rio de Janeiro
Instituto de Economia
1
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
This paper draws on insights from several academic disciplines, being
organized in an introduction and more five sections.
Introduction
Section 3 describes some of the research gaps
to be filled.
In section 4, the problem to be faced is better
characterized.
Section 5 discusses the proposed framework
Finally, the sixth section concludes the paper.
Section 2 contextualizes the basic assumptions
that was considered in the work.
2
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
This paper draws on insights from several academic disciplines, being
organized in an introduction and more five sections.
Introduction
Section 3 describes some of the research gaps
to be filled.
In section 4, the problem to be faced is better
characterized.
Section 5 discusses the proposed framework
Finally, the sixth section concludes the paper.
Section 2 contextualizes the basic assumptions
that was considered in the work.
3
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
The introduction contextualizes that…
4
…a better understanding of the DOK will
enable people to realize it as:
� intangible,
� dynamic,
� emerging and
� specific
asset to each firm.
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
…Organizational Knowledge does not
correspond to the simple sum of
knowledge of individuals of the firm
5
The introduction contextualizes that…
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
…Organizational Knowledge will be able,
or not, to create sustainable competitive
advantages.
6
The introduction contextualizes that…
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
…Organizational Knowledge Creation is
not a cumulative process, in the usual
sense of tangible goods.
7
The introduction contextualizes that…
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
…Creation of Organizational Knowledge
does not result in a greater ‘volume of
knowledge’, but in…
…new states of Organizational
Knowledge.
8
The introduction contextualizes that…
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
…the central objective of this paper is to
propose a simple and robust framework
of the dynamics of Organizational
Knowledge
9
The introduction contextualizes that…
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
This paper draws on insights from several academic disciplines, being
organized in an introduction and more five sections.
Introduction
Section 3 describes some of the research gaps
to be filled.
In section 4, the problem to be faced is better
characterized.
Section 5 discusses the proposed framework
Finally, the sixth section concludes the paper.
Section 2 contextualizes the basic assumptions
that was considered in the work.
10
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
…OA are immersed in environments of
knightian uncertainty and Bounded
Rationality and their agents are
ultimately human beings.
11
A basic assumption is that…
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
…the paper describes a
conceptual research
that uses the
Organizational Knowledge Creation
Theory
as a point of departure.
12
A basic assumption is that…
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
Organizational Knowledge Creation
Theory has been built by NONAKA and
his different co authors, in more than
20 years of academic work
13
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
… innovation is understood as the
result of the dynamic creation of
Organizational Knowledge.
14
Another basic assumption is that in the
OKCT…
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
This paper draws on insights from several academic disciplines, being
organized in an introduction and more five sections.
Introduction
Section 3 describes some of the research gaps
to be filled.
In section 4, the problem to be faced is better
characterized.
Section 5 discusses the proposed framework
Finally, the sixth section concludes the paper.
Section 2 contextualizes the basic assumptions
that was considered in the work.
15
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
The form as firms renew their
resource base;
16
Dynamic Capabilities :
The ability of a firm to reconfigure
assets and existing capabilities
explains long-term competitive
advantage.
A meta-competence that transcends
operational competence;
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
Proposed by North ( 1990);
‘It is adaptive rather than allocative
efficiency which is the key to long run
growth’ (North´s Nobel Lecture 1993).
Adaptive Efficiency is also related to
long-run firm success. 17
Adaptive Efficiency :
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
the capability of a company to
combine productivity and
innovativeness, going beyond the
classical tradeoff of these two
intentions.
18
Organizational Ambidexterity:
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
A more accurate conceptualization of
Organizational Knowledge has been
relatively neglected, especially if taken
into account the centrality of this issue
to the understanding of the elements
that allow firms to search innovation
and, as a result, to create sustainable
competitive advantages.
19
Organizational Knowledge :
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
This paper draws on insights from several academic disciplines, being
organized in an introduction and more five sections.
Introduction
Section 3 describes some of the research gaps
to be filled.
In section 4, the problem to be faced is better
characterized.
Section 5 discusses the proposed framework
Finally, the sixth section concludes the paper.
Section 2 contextualizes the basic assumptions
that was considered in the work.
20
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
This paper draws on insights from several academic disciplines, being
organized in an introduction and more five sections.
Introduction
Section 3 describes some of the research gaps
to be filled.
In section 4, the problem to be faced is better
characterized.
Section 5 discusses the proposed framework
Finally, the sixth section concludes the paper.
Section 2 contextualizes the basic assumptions
that was considered in the work.
21
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
This paper draws on insights from several academic disciplines, being
organized in an introduction and more five sections.
Introduction
Section 3 describes some of the research gaps
to be filled.
In section 4, the problem to be faced is better
characterized.
Section 5 discusses the proposed framework
Finally, the sixth section concludes the paper.
Section 2 contextualizes the basic assumptions
that was considered in the work.
22
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
Operational
Processes of
knowledge
Organizational
identity
Organizational
Knowledge
Results
Organizational arrangements are ruled by
their organizational identities, attempting to
put into practice their Knowledge processes,
programs and policies, by executing routine
tasks.
Knowledge
processes,
programs
and policies
23
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
Operational
Processes of
knowledge
Organizational
identity
Organizational
Knowledge
Results
Organizational arrangements are ruled by their organizational
identities, attempting to put into practice their processes, programs
and policies, by executing routine tasks.
Knowledge
processes,
programs
and policies
24
financial,
social,
cultural
environmental
etc.
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
Dynamics of Organizational Knowledge
25
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
Dynamics of Organizational Knowledge
26
DOK is responsible for the
coevolution of the two sets of
organizational activities that have
knowledge as their main variable
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
Dynamics of Organizational Knowledge
27
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
Dynamics of Organizational Knowledge
28
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
Dynamics of Organizational Knowledge
29
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
Dynamics of Organizational Knowledge
30
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
Dynamics of Organizational Knowledge
31
Dynamic
Capabilities
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
… the consideration of first- and
second-order elements of the
dynamics of Organizational Knowledge
will help scholars to better understand
the foundations of Dynamic Capability,
Organizational Ambidexterity and
long-run firm success (Adaptive
Efficiency).
32
In conclusion, …
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
At the same time, it will help
managers to distinguish first- and
second-order tools and to delineate
relevant strategic considerations, in
order to define the priorities they
must adopt to enhance long-term firm
performance.
33
In conclusion, …
Cambridge - 01.20.2012 DRUID Academy 2012
Presentation by Fernando Goldman
www.kmgoldman.blogspot.com
Engº Fernando Goldman Email: [email protected]
http://www.slideshare.net/goldman
Questions?
34
Paper available at
http://druid8.sit.aau.dk/acc_papers/534ver8gbikdxli8v467pfxeif1v.pdf