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The Three Levels Of Knowledge Acquisition (KA)

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Knowledge acquisition (KA)

Jashapara (2004) indicated that Acquire knowledge in one of two major ways. The one way is through individual members of the organization, as they interface with the clients, suppliers or stakeholders. The other way is from organization to another (intra-organization knowledge acquisition), as well as by means of competition.

Accordingly, knowledge acquisition takes place at all three levels of the organization (individual, team, and organizational/institutional). Once such knowledge is acquired, it benefits the organization in terms of productivity, the enhancement of creativity, the reduction of response times, and the improvement of decision-making (Hartenian, 2003).

Huber (1991) stated …show more content…

According to the knowledge management cycle model (King, Chung and Haney, 2008), knowledge application is accomplished in various different ways, including by means of elaboration, thoroughness (facilitation), innovativeness and collaborative problem-solving. Knowledge can also be applied in the development of new products, research and development, and in the improvement of processes and procedures.

Nonaka (1994) stated that internalization processes are those which convert explicit knowledge into tacit knowledge. In terms of such a process explicit knowledge may be embodied in actions and practices, so that individuals acquiring such knowledge can re-experience what others do (Sabherwal and Becerra-Fernandez, 2003).

Sabherwal and Becerra-Fernandez (2003) reported that action and practice are both application oriented, internalisation processes can be seen to underlie knowledge application practices. In a study to determine the degree of impact of internalisation processes on knowledge management effectiveness at individual, team and organizational levels, found that internalisation had a significant impact on individual-level knowledge management effectiveness.

2.4.13 Knowledge protection …show more content…

(2007) reported that for a panel of Dutch firms, that firms implementing KM grow more quickly than the others. Brand (1998) stated that if a firm’s objective is to become the most innovative firm in the world, this necessitates the effective use of KM.

Various studies focus on the role of KM in the innovation process. The results found by Liao and Chuang (2006) confirmed the vital role that KM plays for the knowledge-processing capability and in turn, on speed and activity of innovation.

Huergo (2006) reported that provided evidence for the positive role technology management plays for the likelihood and success of firm innovations. A slightly different approach is applied by Yang (2005) He stated that hypothesized that knowledge integration and knowledge innovation improve new product performance via the moderating effects of marketing and manufacturing competencies, knowledge acquisition, and knowledge dissemination. This finding is supported by Brockman and Morgan (2003). They argued that the KM tools use of innovative information, efficient information gathering, and shared interpretation improve the performance and innovativeness of new

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