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Dynamic capabilities and the knowledge nexus

Daniel, L.J. and Huang, F. (2019) Dynamic capabilities and the knowledge nexus. VINE Journal of Information and Knowledge Management Systems, 49 (4). pp. 477-493.

Link to Published Version: https://doi.org/10.1108/VJIKMS-01-2019-0003
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Abstract

Purpose
The purpose of this paper is to propose alternative ways to develop and leverage organisational knowledge by considering the nexus of data managed by information and communications technologies and the expertise of human capacity. In doing so this paper challenges current understanding of tacit–explicit knowledge boundaries and presents a third dimension of knowledge which can be developed as a strategic organisational resource.

Design/methodology/approach
This conceptual paper seeks to extend current understanding of knowledge and presents the organisational knowledge nexus as a confluence of information, knowledge resources and human potential. Knowledge management is explored through the theoretical frameworks of the knowledge nexus and a model of triadic knowledge. Their conceptualisation and development are discussed and illustrated.

Findings
This research suggests the potential for organisational knowledge resources to be advanced is greater, if organisations can strategically use the knowledge nexus with a triadic perspective of knowledge. A framework for knowledge development with increasing levels of insight is proposed.

Research limitations/implications
As a novel conceptual work this research has limitations of newness. It presents a challenge to conventional thinking because of the subliminal nature of latent knowledge and the causal ambiguity of its development process in the knowledge nexus. The potential of latent knowledge and its transition process in the organisational knowledge nexus has significant implications for organisational knowledge development.

Originality/value
The concepts of latent knowledge, the knowledge nexus and their potential ability to develop and leverage organisational knowledge resources presents a paradigm shift to currently accepted understanding of knowledge systems and organisational knowledge management. The originality and value of this work comes through its contribution to broadening our understanding of the scope and potential of organisational knowledge resources and their processes of transition and development.

Item Type: Journal Article
Murdoch Affiliation: Business
Publisher: Emerald Group Publishing Ltd.
Copyright: © 2019 Emerald Publishing Limited
URI: http://researchrepository.murdoch.edu.au/id/eprint/52431
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