Innovation does not occur on its own accord, rather, it must be triggered by varying factors. There is the need for the company or business entity to find, as well as foster talent. Additionally, non-technical innovation may be driven by managers, who mainly take the role of mentorship in the organization. This creates a relationship that acts as a driver to innovation in both the long-term and short-term. Talented managers have proper comprehension of the importance of relationships, wherein an emotional commitment of an individual to another has the capacity to make a difference.
The quality of relationship between managers and employees would have a bearing on the capacity to leverage the relationship. Employees or knowledge workers are the major sources of knowledge and are crucial to the creation, capture, as well as sharing of knowledge in business entities.
There are two types of knowledge, tacit and explicit. Explicit knowledge is expressed in numbers and words and can be easily shared and communicated in form of scientific formulae, hard data, universal principles and codified procedures. Tacit knowledge, on the other hand, revolves around personal and hard to formalize knowledge, which makes it extremely difficult to share or communicate with other people.
It is also to be recognized that knowledge sharing is very crucial for knowledge management systems. It can be achieved through contributions, interactions, informal techniques and communal approach.
There are questions about the elements that determine the absorptive capacity of a business entity. There are three groups of factors that are assumed to determine or have a bearing on the absorptive capacity. The first group, there are the research and development activities, second category are the prior related knowledge and the individual skills, and the third are the human resource management practices and the organizational structures.
A business entity’s knowledge base also comes as a basis for the performance of the company. This means that there exists a strong relationship between the skills associated with knowledge and the performance of the corporate entity.
There is a relationship between absorptive capacity and knowledge sharing. Knowledge sharing in business entities is a critical process that requires to be attained and developed at all times so as to attain sustainable advantage.
Table of Contents
1. Abstract
2. Introduction
3. Knowledge Sharing and Absorptive Capacity
4. Factors Determining Absorptive Capacity
5. Conclusion
Objectives and Research Themes
The primary objective of this work is to explore the critical relationship between knowledge sharing and organizational absorptive capacity, and how these factors collectively influence organizational performance. The research investigates how companies can leverage human capital and specific management practices to foster innovation and sustainable competitive advantage in a knowledge-based economy.
- The role of tacit and explicit knowledge in organizational success.
- Mechanisms for effective knowledge sharing within business entities.
- The components and determinants of organizational absorptive capacity.
- The impact of managerial leadership and relationships on innovation.
- Strategies for aligning knowledge management with organizational performance.
Excerpt from the Book
Effects of Knowledge sharing & Absorptive Capacity on the organizational performance
Of particular note is the fact that innovation does not occur on its own accord rather it must be triggered by varied factors (Zahra & George, 2002). Of course, the factors are different for every sector, subject to the king of industry, the players and products or services that are offered in the same. Nevertheless, there are varied shared drivers of non-technical innovation within the service industry, cutting across all or a large number of business entities. There is the need for the company or business entity to find, as well as foster talent. Scholars acknowledge that there are four individuals that could drive innovation including extreme individual achievers, inventors, super mentors and entrepreneurs (Zahra & George, 2002). In instances where these people settle, there is likely to be economic empires built. This underlines the need for the company to adopt selection practices that allow for the recruitment of the best talents in the field (Hanvanich et al, 2006). Once the best talent has been attracted to the business entity, it is imperative that the business entity creates an environment in which the employees are engaged so as to generate a higher yield of productivity.
On the same note, non-technical innovation may be driven by managers. These fall in the category of super-mentors, who inspire the protégés and assist them in connecting with the people that can act on the idea so as to produce better performance for the business entity (Hanvanich et al, 2006).
Summary of Chapters
Abstract: Provides a high-level overview of the necessity of talent management, the distinction between tacit and explicit knowledge, and the factors influencing absorptive capacity.
Introduction: Examines the drivers of non-technical innovation and highlights the essential role of leadership and relationship management in fostering an innovative environment.
Knowledge Sharing and Absorptive Capacity: Details the definitions of potential and realized absorptive capacity and establishes their fundamental role in the knowledge economy.
Factors Determining Absorptive Capacity: Analyzes the three main groups of determinants for absorptive capacity, including R&D activities, prior knowledge, and human resource practices.
Conclusion: Synthesizes the core findings, emphasizing that absorptive capacity is a function of both prior basic knowledge and the intensity of individual effort.
Keywords
Knowledge sharing, Absorptive Capacity, Knowledge management system, Business entity's knowledge, Innovation, Tacit knowledge, Explicit knowledge, Organizational performance, Competitive advantage, Human resources, Mentorship, Knowledge economy, Research and development, Employee engagement, Strategic resources.
Frequently Asked Questions
What is the core focus of this publication?
The work examines how knowledge sharing and absorptive capacity function as key drivers for organizational performance and innovation.
What are the central thematic areas?
The themes include the distinction between tacit and explicit knowledge, the role of management in fostering innovation, and the strategic importance of absorptive capacity.
What is the primary research objective?
The goal is to understand the correlation between a firm's ability to absorb new information and its capacity to share knowledge to achieve a sustainable competitive advantage.
Which scientific approach is utilized?
The research employs a theoretical review and synthesis of existing scholarly literature regarding knowledge management and organizational behavior.
What topics are covered in the main body?
The main body covers the drivers of innovation, the classification of absorptive capacity (potential vs. realized), and the influence of human resource practices on knowledge transfer.
What defines the core terminology used?
The work characterizes organizational success through key terms like absorptive capacity, knowledge sharing, and the knowledge-based view of the firm.
How does the author define tacit knowledge?
Tacit knowledge is described as personal, hard-to-formalize knowledge, which includes hunches, intuitions, and insights that are deeply embedded in individual experience.
Why is the "sender-receiver" relationship significant?
The author argues that for knowledge sharing to be effective, both the sender and the receiver must possess a certain level of absorptive capacity to ensure the message is comprehended and utilized.
What is the role of managers in this process?
Managers act as "super-mentors" who inspire employees and cultivate the relationships necessary for effective knowledge sharing and innovation within the organization.
What is the limitation of current R&D indicators?
The author notes that traditional R&D metrics often only measure access to opportunities rather than the actual internal absorptive capacity of the firm.
- Arbeit zitieren
- Saeed Mousa (Autor:in), 2016, The Effects of Knowledge Sharing and Absorptive Capacity on the Organizational Performance, München, GRIN Verlag, https://www.grin.com/document/337339
