This paper proposes a paradigm for managing the dynamic aspects of organizational knowledge creating processes. Its central theme is that organizational knowledge is created through a continuous dialogue between tacit and explicit knowledge. The nature of this dialogue is examined and four patterns of interaction involving tacit and explicit knowledge are identified. It is argued that while new knowledge is developed by individuals, organizations play a critical role in articulating and amplifying that knowledge. A theoretical framework is developed which provides an analytical perspective on the constituent dimensions of knowledge creation. This framework is then applied in two operational models for facilitating the dynamic creation of appropriate organizational knowledge.

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A Dynamic Theory of Organizational Knowledge Creation

Marketing inherited a model of exchange from economics, which had a dominant logic based on the exchange of “goods,” which usually are manufactured output The dominant logic focused on tangible resources, embedded value, and transactions Over the past several decades, new perspectives have emerged that have a revised logic focused on intangible resources, the cocreation of value, and relationships The authors believe that the new perspectives are converging to form a new dominant logic for marketing, one in which service provision rather than goods is fundamental to economic exchange The authors explore this evolving logic and the corresponding shift in perspective for marketing scholars, marketing practitioners, and marketing educators

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Evolving to a New Dominant Logic for Marketing

Two paradigms characterize much of the research in the Information Systems discipline: behavioral science and design science The behavioral-science paradigm seeks to develop and verify theories that explain or predict human or organizational behavior The design-science paradigm seeks to extend the boundaries of human and organizational capabilities by creating new and innovative artifacts Both paradigms are foundational to the IS discipline, positioned as it is at the confluence of people, organizations, and technology Our objective is to describe the performance of design-science research in Information Systems via a concise conceptual framework and clear guidelines for understanding, executing, and evaluating the research In the design-science paradigm, knowledge and understanding of a problem domain and its solution are achieved in the building and application of the designed artifact Three recent exemplars in the research literature are used to demonstrate the application of these guidelines We conclude with an analysis of the challenges of performing high-quality design-science research in the context of the broader IS community

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Design science in information systems research

Knowledge is a broad and abstract notion that has defined epistemological debate in western philosophy since the classical Greek era. In the past few years, however, there has been a growing interest in treating knowledge as a significant organizational resource. Consistent with the interest in organizational knowledge and knowledge management (KM), IS researchers have begun promoting a class of information systems, referred to as knowledge management systems (KMS). The objective of KMS is to support creation, transfer, and application of knowledge in organizations. Knowledge and knowledge management are complex and multi-faceted concepts. Thus, effective development and implementation of KMS requires a foundation in several rich literatures.

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Review: Knowledge management and knowledge management systems: conceptual foundations and research issues

Data Mining - Concepts and Techniques.

From the Publisher:
A probing and incisive analysis of the major world transformation from the Age of Capitalism to the Knowledge Society and how it will affect society, economics, business, and politics now and in the years ahead. In Post-Capitalist Society Peter Drucker describes how every few hundred years a sharp transformation has taken place and greatly affected society - its worldview, its basic values, its business and economics, and its social and political structure. According to Drucker, we are right in the middle of another time of radical change, from the Age of Capitalism and the Nation-State to a Knowledge Society and a Society of Organizations. The primary resource in the post-capitalist society will be knowledge and the leading social groups will be "knowledge workers." Looking backward and forward, Drucker discusses the Industrial Revolution, the Productivity Revolution, the Management Revolution, and the governance of corporations. He explains the new functions of organizations, the economics of knowledge, and productivity as a social and economic priority. He covers the transformation from Nation-State to Megastate, the new pluralism of political systems, and the needed government turnaround. Finally, Drucker details the knowledge issues and the role and use of knowledge in post-capitalist society. Divided into three parts - Society, Polity, and Knowledge - Post-Capitalist Society provides a searching look into the future as well as a vital analysis of the past, focusing on the challenges of the present transition period and how, if we can understand and respond to them, we can create a new future.

Post-Capitalist Society

A classic since its publication in 1954, The Practice of Management was the first book to look at management as a whole and being a manager as a separate responsibility. The Practice of Management created the discipline of modern management practices. Readable, fundamental, and basic, it remains an essential book for students, aspiring managers, and seasoned professionals.

The Practice of Management

Management is tasks. Management is a discipline. Peter Drucker's classic text on the subject reminds us that management is also people. Every achievement of management is the achievement of a manager. Every failure is a failure of a manager. People manage, not "forces" or "facts." The vision, dedication, and integrity of managers determine whether there is management or mismanagement. Management is work, and as such it has its own skills, its own tools, its own techniques. For management is the life-giving, acting, dynamic organ of the institution it manages. Without the institution, e.g., the business enterprise, there would be no management. But without management there would also be only a mob rather than an institution. The institution, in turn, is itself an organ of society and exists only to contribute a needed result to society, the economy, and the individual. What every manager needs to know has been included in Drucker's book. That which not every manager needs to know, however important or interesting, has been excluded, or at least given only cursory treatment. A good deal of space has been devoted to top management and to the relationships between structure and strategy - topics that are not commonly considered in a book on management. While management is a discipline - that is, an organized body of knowledge and as such applicable everywhere - it is also "culture." It is not value-free science, management is a social function and embedded in a culture - a society - a tradition of values, customs, and beliefs, and in governmental and political systems. Management is - and should be - culture conditioned; but, in turn, management and managers shape culture and society.

Management: Tasks, Responsibilities, Practices

Some innovations spring from a flash of genius. But as Peter Drucker points out in this HBR Classic, most result from a conscious, purposeful search for opportunities. For managers seeking innovation, engaging in disciplined work is more important than having an entrepreneurial personality. Writing originally in the May-June 1985 issue, Drucker describes the major sources of opportunities for innovation. Within a company or industry, opportunities can be found in unexpected occurrences, incongruities of various kinds, process needs, or changes in an industry or market. Outside a company, opportunities arise from demographic changes, changes in perception, or new knowledge. These seven sources overlap, and the potential for innovation may well lie in more than one area at a time. Innovations based on new knowledge, of course, tend to have the greatest effect on the marketplace. But it often takes decades before the ideas are translated into actual products, processes, or services. The other sources of innovation are easier and simpler to handle, yet they still require managers to look beyond established practices. Drucker emphasizes that in seeking opportunities, innovators need to look for simple, focused solutions to real problems. The greatest praise an innovation can receive is for people to say, "This is obvious!" Grandiose ideas designed to revolutionize an industry rarely work. Innovation, like any other endeavor, takes talent, ingenuity, and knowledge. But Drucker cautions that if diligence, persistence, and commitment are lacking, companies are unlikely to succeed at the business of innovation.

https://onlinelibrary.wiley.com/doi/pdf/10.1002/ltl.40619980906

The discipline of innovation

The emergence of an entrepreneurial econmy in the 1970s was the most significant and hopeful event in recent U.S. social and economic history. For Drucker, innovation and entrepreneurship are not a "flash of genius," but purposive tasks that can be organized as systematic, rational work fostered by management. Entrepreneurship is treated not as personality or intuition but behavior, concept, and theory. Entrepreneurship is not high-risk; rather, few so-called entrepreneurs have the method for what they do. The practice of innovation, the practice of entrepreneurship, and entrepreneurial strategies compose innovation and entrepreneurship. Instead of pursuing "bright ideas," entrepreneurs should focus on the seven successful sources for innovative opportunity: (1) unexpected success, failure, or outside event; (2) incongruity between what is and what "ought" to be within an industry or market; (3) innovation based on a process need (supplying the missing link); (4) changes in industry structure or market structure; (5) demographics or population changes; (6) changes in perception, mood, and meaning; and (7) new scientific and non-scientific knowledge (requiring analysis of relevant factors, focus on strategic position, and entrepreneurial management). The practice of innovation is purposeful innovation resulting from analysis, system, and hard work. The principles of purposeful, systematic innovation are: (1) analyze opportunities, (2) be perceptive, (3) be simple and focused, (4) start small, and (5) aim at leadership. Principles of innovation are (1) innovation is work, (2) build on strengths, and (3) innovations have an effect in the economy and society. Entrepreneurs are not "risk-takers" but opportunity focused. The discipline called entrepreneurial management must develop a practical guide for innovation in (1) the existing business (policies to create a climate, practices, measures of innovative performance, and organizational practices), (2) the public-service institution (policies and need to innovate), and (3) the new venture (focus on market, financial foresight, early building of a top management team, role decisions by the founder, and outside advice). Entrepreneurship also requires four strategies, or practices and policies in the marketplace: (1) being "Fustest with the Mostest"; (2) "Hit Them Where They Ain't," or "entrepreneurial judo" (avoid the "not invented here" syndrome, don't "cream" a market, the fallacy of "quality," delusion of the "premium" price, and maximizing instead of optimizing; (3) finding an ecological niche (toll-gate, specialty skill, and specialty market strategies); and (4) changing utility, values, and economic characteristics (creating utility, pricing, adapting to customer's reality, and delivering true value to customer). In conclusion, Drucker argues that an entrepreneurial society is needed in which innovation and entrepreneurship are normal, steady, and continuous. What will not work is planning or over-reliance on high-technology. Social innovation is needed in the areas of redundant workers and abandoning outworn and obsolete social policies and institutions. Also needed are changes in tax and fiscal policies and government regulations, and individuals must undertake continuous learning and relearning. (TNM)

Peter F. Drucker

Papers

Post-Capitalist Society

The Practice of Management

Management: Tasks, Responsibilities, Practices

The discipline of innovation

Innovation and Entrepreneurship: Practice and Principles