Understanding and managing knowledge processes have been recognized as critical issues in regard to knowledge management. However, no practical methodology for understanding and managing the knowledge process has been devised because of the tacit nature of the process. This research work proposes a new methodology called “knowl edge-process dynamics (KPD)” analysis featuring objective behavioral measurement. KPD analysis utilizes interaction data between workers (collected from wearable sensors) and update history of documents to clarify workers’ behavioral dynamics in the form of a causal-loop diagram. To demonstrate the effectiveness of KPD analysis, it was applied to product-design organizations. The resulting understanding of behavioral dynamics successfully helped a junior manager to idenfity problems and measures related to knowledge processes.
P. Drucker, “The Age of Discontinuity: Guidelines to Our Changing Society,” Harper & Row, New York, 1968.
M. Alavi and D. E. Leidner, “Review: Knowledge Management and Knowledge Management Systems: Conceptual Foundations and Research Issues,” MIS Quarterly, Vol. 25, No. 1, 2001, pp. 107-136. doi:10.2307/3250961
I. Nonaka, R. Toyama and T. Hirata, “Managing Flow: A Process Theory of the Knowledge-Based Firm,” Palgrave MacMillan, New York, 2008.
A. H. Gold, A. Malhotra and A. H. Segars, “Knowledge Management: An Organizational Capabilities Perspective,” Journal of Management Information Systems, Vol. 18, No. 1, 2001, pp. 185-214.
L. Edvinson and M. Malone, “Intellectual Capital,” Harper Business, New York, 1997.
D. J. Teece, “Capturing Value from Knowledge Assets: The New Economy, Markets for Know-How, and Intangible Assets,” California Management Review, Vol. 40, No. 3, 1998, pp. 55-78. doi:10.2307/41165943
M. H. Zack, “Managing Codified Knowledge,” Sloan Management Review, Vol. 40, No. 4, 1999, pp. 45-58.
I. Nonaka, “A dynamic Theory of Organizational Knowl edge Creation,” Organization Science, Vol. 5, No. 1, 1994, pp. 14-37. doi:10.1287/orsc.5.1.14
I. Nonaka and H. Takeuchi, “The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation,” Oxford University Press, New York, 1995.
J. A. Johannessen, J. Olaisen and B. Olsen, “Mismanagement of Tacit Knowledge: The Importance of Tacit Knowledge, the Danger of Information Technology, and What to Do about It,” International Journal of Information Management, Vol. 21, No. 1, 2001, pp. 3-20. doi:10.1016/S0268-4012(00)00047-5
R. R. Nelson and S. G. Winter, “An Evolutionary Theory of Economic Change,” Harvard University Press, Cam bridge, 1982.
C. M. Christensen, “The Innovator’s Dilemma,” Harvard Business School Press, Boston, 1997.
D. W. De Long and L. Fahey, “Diagnosing Cultural Barriers to Knowledge Management,” The Academy of Management Executive, Vol. 14, No. 4, 2000, pp. 113-127.
R. Hinds and J. Aronson, “Developing the Requisite Or ganizational, Attitudinal, and Behavioral Conditions for Effective Knowledge Management: A Review of Current Research,” Proceedings of the 8th Americas Conference on Information Systems, Dallas, 9-11 August 2002, pp. 2059-2065.
Y. Wu, D. Senoo and R. Magnier-Watanabe, “Diagnosis for Organizational Knowledge Creation: An Ontological Shift SECI Model,” Journal of Knowledge Management, Vol. 14, No. 6, 2010, pp. 791-810. doi:10.1108/13673271011084862
E. C. Martins and H. W. J. Meyer, “Organizational and Behavioral Factors That Influence Knowledge Retention,” Journal of Knowledge Management, Vol. 16, No. 1, 2012, pp. 77-96. doi:10.1108/13673271211198954
R. Ruggles, “The State of the Notion: Knowledge Management in Practice,” California Management Review, Vol. 40, No. 3, 1998, pp. 40-54. doi:10.2307/41165944
W. Bukowitz and G. Petrash, “Visualizing, Measuring, and Managing Knowledge,” Research Technology Management, Vol. 40, 1997, pp. 24-31.
D. Carlucci, B. Marr and G. Schiuma, “The Knowledge Value Chain: How Intellectual Capital Impacts on Business Performance,” International Journal of Technology Management, Vol. 27, No. 6-7, 2004, pp. 575-590. doi:10.1504/IJTM.2004.004903
C. G. Riera, D. Senoo and J. Iijima, “A Study of the Effect of Knowledge Creating Capabilities on Corporate Performance,” International Journal of Knowledge Management Studies, Vol. 3, No. 1-2, 2009, pp. 116-133. doi:10.1504/IJKMS.2009.023485
R. Magnier-Watanabe and D. Senoo, “Shaping Knowl edge Management: Organization and National Culture,” Journal of Knowledge Management, Vol. 14, No. 2, 2010, pp. 214-227. doi:10.1108/13673271011032364
P. M. Senge, “The Fifth Discipline: The Art and Practice of the Learning Organization,” Currency Doubleday, New York, 1990.
P. Drucker, “The Effective Executive,” Harper & Row, New York, 1966.
M. Csikszentmihalyi, “Flow: The Psychology of Optimal Experience,” Harper & Row, New York, 1990.
Y. Wakisaka, K. Ara, M. Hayakawa, Y. Horry, N. Mori waki, N. Ohkubo, N. Sato, S. Tsuji and K. Yano, “Beam Scan Sensor Node: Reliable Sensing of Human Interactions in Organization,” Proceedings of the 6th International Conference on Networked Sensing Systems, Pitts burgh, 17-19 June 2009, pp. 58-61. doi:10.1109/INSS.2009.5409953
H. A. Simon, “Administrative Behavior,” The Free Press, New York, 1976.
J. R. Galbraith, “Organization Design: An Information Processing View,” Interfaces, Vol. 4, No. 3, 1974, pp. 28-36. doi:10.1287/inte.4.3.28
A. Lerro, F. A. Iacobone and G. Schiuma, “Knowledge Assets Assessment Strategies: Organizational Value, Processes, Approaches and Evaluation Architectures,” Journal of Knowledge Management, Vol. 16, No. 4, 2012, pp. 563-575. doi:10.1108/13673271211246149
J. W. Forrester, “Principles of Systems,” 2nd Edition, Productivity Press, Portland, 1968.
J. D. Sterman, “Business Dynamics: Systems Thinking and Modeling for a Complex World,” Irwin/McGraw-Hill, New York, 2000.
E. F. Wolstenholme, “Towards the Definition and Use of a Core Set of Archetypal Structures in System Dynamics,” System Dynamics Review, Vol. 19, No. 1, 2003, pp. 7-26. doi:10.1002/sdr.259