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Creating knowledge in a small business: a qualitative case studyAllan, Suzanne Christine 11 1900 (has links)
This study investigates how knowledge is created in a small business
organization. Knowledge creation refers to organizational learning which results in
innovation. The research design was a qualitative, single site case study of three firms in
the point of sale industry. Data collection took place during a six month field study and
employed multiple methods including participant observations, interviews, document
reviews, and field journal entries.
The study was informed by a conceptual framework which focused on the
importance of both tacit and explicit knowledge forms, multiple modes of knowledge
conversion (socialization, externalization, combination, internalization), and a knowledge
spiraling process. Six themes emerged from the data. The first theme, "the people are
the business" indicated that individuals become a knowledge creating structure that
transcends office boundaries. A second theme, "we just spend tons of time talking",
emphasized the importance of dialogue and informal communication structures to the
sharing of tacit knowledge. A third theme, "there hasn't been a new idea in a million
years", illustrated the predominance of incremental rather than radical innovation, the
strategy of mimicking concept successes, and the importance of learning with other
organizations through strategic alliances. A fourth theme, "you learn from your
mistakes", represented the experiential nature of learning within the firm. A fifth theme,
"it's one of those crystal ball kind of things" depicted the intuitive nature of personal
knowledge and its limitations. Finally, the sixth theme, "a day late and a dollar short"
explored how time and money pressures both enhance and hinder knowledge creation
within a small business context.
By comparing the themes to the conceptual framework the study concluded that
small business organizations create knowledge in accordance with the nature of
interpersonal interactions as they occur in context. The theoretical knowledge spiral was
reconceptualized as a web structure in order to accommodate more diversity of
approaches to knowledge creation and the complex nature of innovations.
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Creating knowledge in a small business: a qualitative case studyAllan, Suzanne Christine 11 1900 (has links)
This study investigates how knowledge is created in a small business
organization. Knowledge creation refers to organizational learning which results in
innovation. The research design was a qualitative, single site case study of three firms in
the point of sale industry. Data collection took place during a six month field study and
employed multiple methods including participant observations, interviews, document
reviews, and field journal entries.
The study was informed by a conceptual framework which focused on the
importance of both tacit and explicit knowledge forms, multiple modes of knowledge
conversion (socialization, externalization, combination, internalization), and a knowledge
spiraling process. Six themes emerged from the data. The first theme, "the people are
the business" indicated that individuals become a knowledge creating structure that
transcends office boundaries. A second theme, "we just spend tons of time talking",
emphasized the importance of dialogue and informal communication structures to the
sharing of tacit knowledge. A third theme, "there hasn't been a new idea in a million
years", illustrated the predominance of incremental rather than radical innovation, the
strategy of mimicking concept successes, and the importance of learning with other
organizations through strategic alliances. A fourth theme, "you learn from your
mistakes", represented the experiential nature of learning within the firm. A fifth theme,
"it's one of those crystal ball kind of things" depicted the intuitive nature of personal
knowledge and its limitations. Finally, the sixth theme, "a day late and a dollar short"
explored how time and money pressures both enhance and hinder knowledge creation
within a small business context.
By comparing the themes to the conceptual framework the study concluded that
small business organizations create knowledge in accordance with the nature of
interpersonal interactions as they occur in context. The theoretical knowledge spiral was
reconceptualized as a web structure in order to accommodate more diversity of
approaches to knowledge creation and the complex nature of innovations. / Education, Faculty of / Educational Studies (EDST), Department of / Graduate
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Managerial creativity : the development and validation of a typology and predictive modelScratchley, Linda Sharon 05 1900 (has links)
An individual-differences model of managerial creativity was developed. Based on a
review of the creativity literature, four traits and abilities were identified as having relevance for
creativity in managers: divergent thinking, evaluative thinking, work motivation, and openness to
change, risk and ambiguity. The model was constructed by specifying behavioural descriptions
of the creative management types that were predicted to arise from various combinations of high
and low standing on these four traits and abilities. The initial model was presented to groups of
managers in order to get their input and feedback. Moving forward with a model that met the
approval of practicing managers, a concurrent validity study was designed. Tests and
questionnaires designed to measure Divergent Thinking, Evaluative Thinking, Work Motivation,
and Openness to Change, Risk and Ambiguity were administered to 223 incumbent managers,
and criterion ratings of on-the-job creative behaviour were provided by the supervisors of these
participating managers.
Results of the research indicated that the traits and abilities included in the Creative
Management Model were, indeed, important to managerial creativity. Managers who were
consulted about the model fully endorsed the importance of these traits and abilities.
Furthermore, two of the traits and abilities, Divergent Thinking and Openness to Change, Risk
and Ambiguity, demonstrated solid validity in predicting prototypical aspects of creative
management behaviour. In combination, these two variables provided a level of validity of
sufficient magnitude (in the high .40's) to provide substantial utility to organizations seeking to
increase the creativity of their management ranks by using this predictor combination for
personnel-selection purposes.
Despite the importance of the traits and abilities specified in the Creative Management
Model, the empirical linkages between these individual-difference factors and the behavioural
descriptions of the creative management types provided in the Creative Management Model were
not strong. These weak linkages are largely attributed to inaccuracy in the behavioural descriptions. Psychometric weaknesses in some of the variables also contributed.
Recommendations are made for revising the Creative Management Model and some of its
concomitant measures. The implications of the research findings for management selection and
creativity training are also discussed.
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Managerial creativity : the development and validation of a typology and predictive modelScratchley, Linda Sharon 05 1900 (has links)
An individual-differences model of managerial creativity was developed. Based on a
review of the creativity literature, four traits and abilities were identified as having relevance for
creativity in managers: divergent thinking, evaluative thinking, work motivation, and openness to
change, risk and ambiguity. The model was constructed by specifying behavioural descriptions
of the creative management types that were predicted to arise from various combinations of high
and low standing on these four traits and abilities. The initial model was presented to groups of
managers in order to get their input and feedback. Moving forward with a model that met the
approval of practicing managers, a concurrent validity study was designed. Tests and
questionnaires designed to measure Divergent Thinking, Evaluative Thinking, Work Motivation,
and Openness to Change, Risk and Ambiguity were administered to 223 incumbent managers,
and criterion ratings of on-the-job creative behaviour were provided by the supervisors of these
participating managers.
Results of the research indicated that the traits and abilities included in the Creative
Management Model were, indeed, important to managerial creativity. Managers who were
consulted about the model fully endorsed the importance of these traits and abilities.
Furthermore, two of the traits and abilities, Divergent Thinking and Openness to Change, Risk
and Ambiguity, demonstrated solid validity in predicting prototypical aspects of creative
management behaviour. In combination, these two variables provided a level of validity of
sufficient magnitude (in the high .40's) to provide substantial utility to organizations seeking to
increase the creativity of their management ranks by using this predictor combination for
personnel-selection purposes.
Despite the importance of the traits and abilities specified in the Creative Management
Model, the empirical linkages between these individual-difference factors and the behavioural
descriptions of the creative management types provided in the Creative Management Model were
not strong. These weak linkages are largely attributed to inaccuracy in the behavioural descriptions. Psychometric weaknesses in some of the variables also contributed.
Recommendations are made for revising the Creative Management Model and some of its
concomitant measures. The implications of the research findings for management selection and
creativity training are also discussed. / Arts, Faculty of / Psychology, Department of / Graduate
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