2012 01 20_druid_presentation

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

[email protected]

1



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





Introduction


to be filled.


characterized.





3



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.



…Organizational Knowledge does not

correspond to the simple sum of

knowledge of individuals of the firm

5




…Organizational Knowledge will be able,

or not, to create sustainable competitive

advantages.

6




…Organizational Knowledge Creation is

not a cumulative process, in the usual

sense of tangible goods.

7




…Creation of Organizational Knowledge

does not result in a greater ‘volume of

knowledge’, but in…

…new states of Organizational

Knowledge.

8




…the central objective of this paper is to

propose a simple and robust framework

of the dynamics of Organizational

Knowledge

9






Introduction


to be filled.


characterized.





10



…OA are immersed in environments of

knightian uncertainty and Bounded

Rationality and their agents are

ultimately human beings.

11

A basic assumption is that…



…the paper describes a

conceptual research

that uses the

Organizational Knowledge Creation

Theory

as a point of departure.

12

A basic assumption is that…



Organizational Knowledge Creation

Theory has been built by NONAKA and

his different co authors, in more than

20 years of academic work

13



… innovation is understood as the

result of the dynamic creation of

Organizational Knowledge.

14

Another basic assumption is that in the

OKCT…





Introduction


to be filled.


characterized.





15



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;



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 :



the capability of a company to

combine productivity and

innovativeness, going beyond the

classical tradeoff of these two

intentions.

18

Organizational Ambidexterity:



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 :





Introduction


to be filled.


characterized.





20





Introduction


to be filled.


characterized.





21





Introduction


to be filled.


characterized.





22



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



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.



Dynamics of Organizational Knowledge

25




26

DOK is responsible for the

coevolution of the two sets of

organizational activities that have

knowledge as their main variable




27




28




29




30




31

Dynamic

Capabilities



… 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, …



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, …



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

Education

2012 01 20_druid_presentation