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Articles 1 - 4 of 4
Full-Text Articles in Business
The Implications Of Tacit & Explicit Knowledge For Technology Transfer: When It Goes Well & When It Goes Wrong & What Can Digital Do To Help!, Paige Kane Dr., David Twohig Dr.
The Implications Of Tacit & Explicit Knowledge For Technology Transfer: When It Goes Well & When It Goes Wrong & What Can Digital Do To Help!, Paige Kane Dr., David Twohig Dr.
Level 3
No abstract provided.
Pro-Socially Motivated Knowledge Hiding In Innovation Teams, Rachel Hilliard, James English, Maébh Coleman
Pro-Socially Motivated Knowledge Hiding In Innovation Teams, Rachel Hilliard, James English, Maébh Coleman
Articles
No abstract provided.
The 2p-K Framework: A Personal Knowledge Measurement Framework For The Pharmaceutical Industry, Ahmed Ramy
The 2p-K Framework: A Personal Knowledge Measurement Framework For The Pharmaceutical Industry, Ahmed Ramy
Doctoral
Knowledge is a dynamic human process to justify our personal belief in pursuit of the truth. The intellectual output of any organisation is reliant upon the individual people within that organisation. Despite the eminent role of personal knowledge in organisations, personal knowledge management and measurement have received little attention, particularly in pharmaceutical manufacturing. The pharmaceutical industry is one of the pillars of the global economy and a knowledge-intensive sector where knowledge is described as the second product after medicines. The need of measurement to achieve effective management is not a new concept in management literature. This study offers an explanatory …
The Concept Of 'Knowledge Creating': Re-Conceptualising The Problems Of Knowledge Transfer And Creation Processually, Conor Horan
The Concept Of 'Knowledge Creating': Re-Conceptualising The Problems Of Knowledge Transfer And Creation Processually, Conor Horan
Conference papers
How knowledge is created remains the subject of much debate (Kuhn, 1962). In fields of management, organisation studies and knowledge management, the hegemonic approach to studying the role of knowledge in management, and how it comes into being has predominantly been influenced by a knowledge transfer agenda. Recent attempts to explore a specific theory of knowledge creation (Nonaka, 1994) per se, have continued to rely on assumptions inherited from this knowledge transfer agenda. Here ‘events of transfer’ have been replaced with an emphasis on ‘events of creation’ suggesting that events of organisational knowledge creation require similar solutions to those addressing …