ORGANIZATIONAL KNOWLEDGE ACQUISITION - STRATEGIC OBJECTIVE OF ORGANIZATION
AbstractKnowledge is now considered the most important resource of an organization, with organizational knowledge acquisition identified in literature as a process that can determine the difference between success and failure of an organization. It is considered necessary for each organization to manage the acquisition of knowledge as a central element in business continuity planning, optimizing costs, and organizational objectives. The main goal of this paper is to develop a framework for organizational knowledge acquisition. This purpose is relevant because, until now, the literature encompasses the problem of organizational knowledge acquisition through human resources, from the perspective of staff ability to learn and implement new concepts, but not from the perspective of an organizational strategy. An organization is stressed by economic and financial alliances and by clients and suppliers. These constrain managers from identifying new solutions to problems. This study is relevant for business because it analyzes an important direction for the development of strategies in the context of market globalization and for academic research because there has been little research previously in this direction.
Adams, W. K., Perkins, K. K., Podolefsky, N. S., Dubson, M., Finkelstein, N. D., Wieman, C. E. (2006). New instrument for measuring student beliefs about physics and learning physics: The Colorado Learning Attitudes about Science Survey, Physical review special topics - physics education research, 2, 94.
Akgun, A. E., Lynn, G. S., & Byrne J. C. (2003). Organizational learning: a socio-cognitive framework. Human Relations, 56(7), 839-868.
Argote, L. (1999). Organizational Learning: Creating, Retaining, and Transferring Knowledge. Retrieved March 1, 2016 from http://www.jstor.org/stable/2667112?seq=1#page_scan_tab_contents
Chen, S. W., & Chang, H. (2008). The impact of online store environment cues on purchase intention: Trust and perceived risk as a mediator, Online Information Review, 32 (6), 45.
Cohen, W. M., & Levinthal, D. A. (1990). Absorptive Capacity: A New Perspective on Learning and Innovation, Administrative Science Quarterly, Special Issue: Technology, Organizations, and Innovation, 35(1), 128-152.
DiBella, A. J., & Nevis, E. C. (1998). How organizations learn: an integrated strategy for building learning capability, 84.
Gharajedaghi, J., & Ackoff, L. R. (1984). Mechanisms, organisms and social systems, Strategic Management Journal 5.3: 289-300.
Ghauri, P. N., & Park, I. B. (2012). The Impact of Turbulent Events on Knowledge Acquisition, Comparison of Cross-border Acquisitions Formed Before and After the Crisis, Manag. Int. Rev., 52, 293-315.
Grant, R. M. (1996). Toward A Knowledge-Based Theory of the Firm, Strategic Management Journal, 17(Winter Special Issue), 109-122.
Hansen, M. T., Nohria, N., & Tireney, T. (1999). What’s Your Strategy for Managing Knowledge? Harvard Business Review, 106-116.
Helleloid, D., & Simonin, B. (1994). “Organizational learning and a firm’s core competence” in Competence based competition, Gary Hamel, Aimé Heene (Eds), John Wiley & Sons, Chichester, 213-239.
Holsapple, C. W., & Joshi, K. D. (2004). A Knowledge Management Ontology, Handbook on Knowledge Management, 89-120.
Huber, G. P. (1991). Organizational Learning: The Contributing Processes and the Literatures, Organization Science, Organizational Learning: Papers in Honor of (and by) James G. March., 2(1), 88-115.
Kim, D. H. (1993). The Link between Individual and Organizational Learning, Sloan Management Review, 37-50.
Kohli, A., Jaworski, B., & Kumar, A. (1993). Markor: A Measure of Market Orientation, Journal of Marketing Research, 30(4), 467-477.
Lane, P. J., Koka, B. R., & Pathak, S. (2006). The reification of absorptive capacity: A critical review and rejuvenation of the construct. Academy of Management Review, 4, 833- 863.
Lichtenthaler, U., & Lichtenthaler, E. (2009). A Capability-Based Framework for Open Innovation: Complementing Absorptive Capacity, Journal of Management Studies, 46(8), 1315-1338.
Loon Hoe, S., & McShane, S. (2010). Structural and informal knowledge acquisition and dissemination in organizational learning, The Learning Organization, 17(4), 364-386.
Lubit, R. (2001). Tacit Knowledge and Knowledge Management: The Keys to Sustainable Competitive Advantage, Organizational Dynamics, 29(4), 164–178.
March, A. S. (1991), Exploration and exploitation in organizational learning, Organization Science, Vol. 2 No. 1, pp. 71-87.
McIver, D. (2011). Knowledge-in Practice: Exploring the Influence of Knowledge Management Processes on Performance.
Morgan, G. (1997). Images of Organization, Thousand Oaks, CA: Sage Publications, 1997.
Morgan, G., & Ramirez, R. (1983). Action Learning: A Holographic Metaphor for Guiding Social Change. Human Relations, 37(1), 1-27.
Motta, E., Rajan, T. & Eisenstadt, M. (2015). Knowledge Acquisition as a Process of Model Refinement.
Nieminen, H. (2007). Developing competences through inter-organizational knowledge acquisition, Esa Print Tampere, Tampere.
Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company, New York: Oxford University Press.
Niu, K. H. (2010). Knowledge management practices and organizational adaptation; Evidences from high technology companies in China, Journal of Strategy and Management, 3(4), 325-343.
Reus, T., & Lamont, B. (2009). The double-edged sword of cultural distance in international acquisitions, Journal of International Business Studies, 25, 1-19.
Souad, D. (2015). Knowledge Management and Intellectual Capital in an Enterprise Information System, European Conference on Knowledge Management, 213-221.
Sun, P. (2010). Five Critical Knowledge Management Organizational Themes, Journal of Knowledge Management, 14(4) 507-523.
Swap, W., Leonard, D., Shields, M. & Abrams, L. (2001). Using Mentoring and Storytelling to Transfer Knowledge in the Workplace, Journal of Management Information Systems, 19(1), 95-114.
Zack, M. H. (2002). Developing a knowledge strategy, The strategic management of intellectual capital and organizational knowledge, Oxford University Press, 255-276.
Zahra, S. A. & George, G. (2002). Absorptive Capacity: A Review, Reconceptualization, and Extension, The Academy of Management Review, 27(2) 185-203.
Zheng, L. Yang, T., Pardo, T. & Jiang, Y. (2009). Understanding the ‘boundary’ in Cross-boundary Information Sharing, Proceedings of the 42th Hawaii International Conference on System Sciences, 1-10.
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License (Creative Commons Attribution License 3.0 - CC BY 3.0) that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).
firstname.lastname@example.org, www.iseic.cz, ojs.journals.cz