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Knowledge, Innovation, and Learning - Essay Example

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The author of this essay "Knowledge, Innovation, and Learning" comments on the educational concepts. According to the text, our reason for choosing project was simply that knowledge management is becoming more and more integral to the marketplace every day. …
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Knowledge, Innovation, and Learning
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Knowledge, Innovation, and LearningOur reason for choosing project was simply that knowledge management is becomes more and more integral to the marketplace everyday. According to the resource-based view of the firm (Barney, 1991), competitive advantage is achieved when firms “accumulate resources and capabilities that are rare, valuable, non-substitutable and difficult to imitate” (Dyer and Singh, 1998, p.660). This is supported by the principals of firms having core competences that distinguish them from their competitors (Hamel and Prahalad, 1994).

In today’s knowledge based society, it is generally believed that such unique resources rest in a firm’s people in the form of knowledge, referred to broadly as human capital (Grant, 1996; Teece et al., 1997). The aim of our project was to highlight how 3M is capable of sharing knowledge across social networks, as well as sharing it within social networks to create new innovations. As a participant in this process, I gained experiences researching and understanding complex business resource issues as well as investigating and rating how one company implements these ideas.

Our process was mainly twofold. First, we conducted a literature review. We investigated knowledge management, innovation as a competitive advantage, types of data, information and knowledge as well as how the cycle of knowledge works. Next, we analyzed how 3M applies these principals to the business world and made certain recommendations. As well as our project went, there is still room for improvement.There were pros and cons to the process, however. They are expressed as strong and weak points of the process, positive and negative experiences as well as positive and negative feelings.

The process was strong in that we all had great ideas to proffer to our project, but weak in that we had a difficult time discerning which ideas to implement. Furthermore, the positive experience was that we were able to bring it all together in the end. The negative experience was that often times some of the group was hearing the other members but not really listening to them. His elicited some negative feelings along the way. When waves off the opinions of others as unimportant, it creates feelings of opposition instead of cooperation.

In the end however, the completion of our project made everyone feel accomplished. These are some of the dualistic challenges one meets while working with others.We achieved our aims, but if I had another chance, I would like to change how we approached the recommendations. Nevertheless, I have obtained useful expertise from the project such as understanding how a major global enterprise has implemented innovation not only to survive but also to prevail in business. I will apply this knowledge in my future career exploiting the flexibility, fluidity, application and communication of knowledge as a business resource above its certainty.

Still, the project could be improved by ironing out a method by which workload and impetus are divided more evenly among members as well as well as setting a more rigid schedule of goal completion. Nevertheless, we were able to achieve our collective aim.I have reviewed the process, pros and cons, and the general outcome of completing this project. My role in the completion of our task has heightened my awareness of the necessary management of knowledge in the workplace in such a way as to encourage innovation and capitalize more fully on a collective knowledge base.

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Cambridge: Harvard University Press.Burt, R.S. (2005) Brokerage and Closure: An Introduction to Social Capital. Oxford: Oxford University Press.Choo, C.W. (1998) The Knowing Organization: How Organizations Use Information to Construct Meaning, Create Knowledge, and Make Decisions. Oxford: Oxford University Press.Cicourel, A.V. (1973) Cognitive Sociology. Harmondsworth: Penguin Books.Coleman, J.S. (1988) Social capital in the creation of human capital, American Journal of Sociology, 94: 94-120.

Coleman, J.S. (1990) Foundations of Social Theory. Cambridge, MA: Harvard University Press.Dalkir, K. (2005) Knowledge Management in Theory and Practice. London: Elsevier.Dyer, J.H. and Singh, H. (1998) The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage, Academy of Management Review, 23(4): 660-679.Fukayama, F. (1995) Trust: The Social Virtues and the Creation of Prosperity. New York: Free PressGranovetter, M. (1973) The strength of weak ties, American Journal of Sociology, 78: 1360-1380.

Granovetter, M. (1985) Economic action and social structure: The problem of embeddedness, American Journal of Sociology, 91(3): 481-510.Grant, R.W. (1996) Toward a knowledge-based theory of the firm, Strategic Management Journal, 17(Winter Special): 109-122Hamel, G. and Prahalad, C.K. (1994) Competing for the Future. Boston, MA: Harvard Business School Press.Krogh, G.V., Ichijo, K. and Nonaka, I. (2000) Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation.

Oxford: Oxford University Press.Leana, C.R., & Pil, F.K. (2006) Social capital and organizational performance: Evidence from urban public schools. Organization Science, 17(3): 353-366.Nahapiet, J. and Ghoshal, S. (1998) Social capital, intellectual capital and the organization advantage, Academy of Management Review, 23(2): 242-266.O’Dell, C. and Grayson Jr., C.J. (1998) If Only We Knew What We Know: The Transfer of Internal Knowledge and Best Practice. New York, NJ: The Free Press.Orr, J. (1990) Sharing knowledge, celebrating identity: Community memory in a service culture. In D. Middleton & D.

Edwards (Eds.): 169-189. Collective Remembering. London: Sage.Polanyi, M. (1962) Personal Knowledge: Towards a Post-Critical Philosophy. London: Routledge.Putnam, R.D. (1993) Making Democracy Work: Civic Traditions on Modern Italy. Princeton, NJ: Princeton University Press.Ring, P.S. (1996) Fragile and resilient trust and their roles in economic exchange, Business & Society, 35: 148-175.Ring, P.S. and Van de Ven, A. (1992) Structuring cooperative relationships between organizations, Strategic Management Journal, 13: 483-498.Teece, D.J.

, Pisano, G. and Shuen, A. (1997) Dynamic capabilities and strategic management, Strategic Management Journal, 18(7): 509-533.Tidd, J., Bessant, J. and Pavitt, K. (2005) Managing Innovation: Integrating Technological, Market and Organizational Change, 3rd ed. Chichester: John Wiley & Sons.Tsoukas, H. 1996. The firm as a distributed knowledge system: A constructionist approach. Strategic Management Journal, 17: 11-25.Tsoukas, H. (2003) Do we really understand tacit knowledge? In M. Easterby-Smith & M.A. Lyles (Eds.) Handbook of Organizational Learning and Knowledge Management, pp.410-427. Oxford: Blackwell Publishing.Tyler, T.R.

and Kramer, R.M. (1996) Whither trust? In R.M. Kramer & T.R. Tyler (Eds.) Trust in Organizations: Frontiers of Theory and Research, pp.1-15. Thousand Oaks, CA: Sage.Uzzi, B. (1996) The sources and consequences of embeddedness for economic performance of organisations: The network effect, American Sociological Review, 64: 674-698. 1. Group Written Report Knowledge management2.doc    2. Example Reflective Essay Top Ten Airlines2.doc    3. Example references KLM and Lufthansa.doc    4. Group written report and activities.doc

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