Concepts of innovation and fashion in knowledge creation

How the concepts of innovation and fashion in knowledge creation, as proposed by Abrahamson (1991), Huczynski (1993), Ramsay (1977) and Barley and Kunda (1992), affected my views about the process

The concepts of innovation and fashion in knowledge creation as proposed by Abrahamson (1991), Huczynski (1993), Ramsay (1977) and Barley and Kunda (1992) have influenced my views about the process in several ways. I have come to appreciate that knowledge is often created through training and the passing of skills from one person to another. However, it was intriguing to learn that the process of knowledge creation takes time and its speed depends on the scope of the ideas covered.

Nonetheless, the knowledge created through training is important since it can be utilized in order to add value to existing ideas within an organization. Weiss (2014) indicates that senior managers within an organization should be responsible for ensuring that knowledge is transmitted between individuals. In my organization, the senior manager should utilize knowledge creation process by listening to the views of all employees without discrimination or letting their views die away. As a consultant, I will utilize my understanding on the concepts of innovation and fashion in knowledge creation to advice the senior manager to train employees to acquire skills instead of discriminating and pointing out that they are lucky to have jobs.

 

 

A reflection on my role, the role of the University of Liverpool, and other actors who play a role in the knowledge diffusion process, as proposed by Abrahamson (1991)

            As a consultant in my organization, my role in knowledge transfusion is to bridge the gap that exists between the management and other employees. Choi and Lee (2002); and Puccio, Firestien, Coyle, and Masucci (2006) point out that the field of management is becoming more complex and constantly evolves Therefore, researchers and managers must bridge the gap in knowledge diffusion process. Consequently, my work as a consultant is to educate both managers and employees in my organization on the existing knowledge and how it can be utilized for efficient and effective management as highlighted by Van Nistelrooij and Sminia (2010).

On the other hand, the University of Liverpool has greater responsibilities in the process of knowledge transformation. This is because its qualified staff usually trains several people, carries out research on the various fields of business, and partners with a number of organizations in the quest to create new knowledge (Choi & Lee, 2002). Other stakeholders such as research agencies, non-governmental organizations, and consultancy firms also play critical roles in the knowledge transmission process because they liaise with universities and business organizations with the aim of ensuring that new ideas are employed effectively to solve human-related problems (Puccio et al, 2006).

 

A Reflection on the impact of local and global social and economic conditions on the definition of workplace-based problems and the resources that are devoted to addressing them

            In order to solve work-based problems such as the ones in my organization, I learnt that it is important in some instances to employ scientifically rigorous and practically useful approaches. These approaches use mathematical and economic models that require time, human resources, entire organizational cooperation, and technology so as to arrive at effective decisions (Cunliffe, 2010). Because most organizations operate at tight budgets, Johnson (2006) points out that it is important for them to consider the cheapest and most effective approach with respect to time, money, human resources, and technology.

According to Cunliffe (2010), a practical approach can be considered instead of the scientifically rigorous process that are costly regarding to local and global economic conditions such as the availability of resources to hire technical staff, buy new technology, and spending more time in seeking for a solution. I appreciate that managers should encourage teamwork, organizational cohesiveness, and effective communication because this will give them an opportunity to understand the problems facing their organization and offer effective solutions as argued out by Kim, MacDuffie, and Pil (2010).

How awareness of the processes of innovation in knowledge creation can be used to inform my approach to workplace-based problem solving

With my understanding on the process of innovation and knowledge creation, I believe that I can be able to advice my senior managers and other employees to overcome discrimination and open communication channels using different perspectives and approaches. For instance, I can utilize the radical structuralist paradigm to advice my senior manager to take advantage of the chaos that his management style has created in sowing discrimination to bring new ideas that can be embraced by challenging the existing state of affairs (Cunliffe, 2010). According to Cunliffe (2010), the structuralist paradigm is based on the argument that the best way to introduce knowledge is to present new ideas that challenge the existing chaotic state. Moreover, I can advice the management to implement policies that encourage more training opportunities for its staff so that they can gain new knowledge and understanding on the existing problems in my organization. Kim et al. (2010) note that proper training of leaders on management issues improves their problem solving abilities.

 

 

References

Choi, B., & Lee, H. (2002). Knowledge Management Strategy and Its Link to Knowledge Creation Process. Expert Systems with Applications, 23 (3), 173-187.

Cunliffe, A. L. (2010). Crafting Qualitative Research: Morgan and Smircich 30 years on. Organizational Research Methods.

Johnson, C. D. (2006). Labor and Workplace Issues in Literature. Chicago: Greenwood Publishing Group.

Kim, J., MacDuffie, J. P., & Pil, F. K. (2010). Employee voice and organizational performance: Team versus representative influence. Human Relations, 63 (3), 371-394.

Martin, J. N., & Nakayama, T. K. (1999). Thinking dialectically about culture and communication. Communication theory9 (1), 1-25.

Mishra, B., & Mishra, J. (2015). Discrimination in the Workplace. Journal of Higher Education Theory and Practice, 15(4), 64.

Puccio, G. J., Firestien, R. L., Coyle, C., & Masucci, C. (2006). A Review of the Effectiveness of CPS Training: A Focus on Workplace Issues. Creativity and Innovation Management, 15 (1), 19-33.

Terry, M. (2012). Redefining Public Sector Unionism: UNISON and the Future of Trade Unions. London: Routledge.

Van Nistelrooij, A. & Sminia, H. (2010). Organizational Development: What’s Actually Happening? Journal of Change Management. Vol. 10(4). 407-420.

Weiss, J. W. (2014). Business ethics: A Stakeholder and Issues Management Approach. Berrett-Koehler Publishers.