BazEkon - Biblioteka Główna Uniwersytetu Ekonomicznego w Krakowie

BazEkon home page

Meny główne

Autor
Lis Andrzej (Nicolaus Copernicus University in Toruń, Poland)
Tytuł
Knowledge Creation and Conversion in Military Organizations : how the SECI Model is Applied within Armed Forces
Źródło
Journal of Entrepreneurship, Management and Innovation (JEMI), 2014, vol. 10, nr 1, s. 57-78, rys., bibliogr. 50 poz.
Tytuł własny numeru
Knowledge Management Special Issue : Connecting Theory and Practice
Słowa kluczowe
Wojsko, Wiedza, Wiedza w organizacji, Coaching, Mentoring, Szkolenie zawodowe
Army, Knowledge, Knowledge in organization, Coaching, Mentoring, Vocational training
Uwagi
streszcz., summ.
Abstrakt
Celem artykułu jest analiza procesów tworzenia i konwersji wiedzy w organizacjach wojskowych. Do analizy zastosowano model SECI wykorzystywany w organizacjach biznesowych. W artykule, po pierwsze, dokonano identyfikacji i kategoryzacji działań ukierunkowanych na tworzenie wiedzy organizacyjnej w środowisku wojskowym. Następnie szczegółowej analizie poddano wybrane techniki i narzędzia wykorzystywane do socjalizacji, eksternalizacji, kombinacji i internalizacji wiedzy w NATO i Armii Stanów Zjednoczonych. Omówiono zastosowanie counsellingu, coachingu i mentoringu do pobudzania i wspierania procesów socjalizacji wiedzy. Wskazano na rosnącą rolę odgrywaną w środowisku wojskowym przez wspólnoty praktyków. Przedstawiono rozwiązania wspierające eksternalizację wiedzy takie jak systemy wykorzystania doświadczeń (Lesssons Learned) i procedura After Action Review. Poddano analizie standaryzację operacyjną jako przykład procesu kombinacji wiedzy ukierunkowanego na kodyfikację dostępnej wiedzy w formie doktryn i wojskowych dokumentów normatywnych. Wreszcie skoncentrowano uwagę na szkoleniu i kształceniu w organizacjach wojskowych, które to procesy mają służyć internalizacji wiedzy przez członków organizacji. (abstrakt oryginalny)

The aim of the paper is to analyze the knowledge creation and conversion processes in military organizations using the SECI model as a framework. First of all, knowledge creation activities in military organizations are identified and categorized. Then, knowledge socialization, externalization, combination and internalization processes are analyzed. The paper studies methods, techniques and tools applied by NATO and the U.S. Army to support the aforementioned processes. As regards the issue of knowledge socialization, counseling, coaching, mentoring and communities of practice are discussed. Lessons Learned systems and After Action Reviews illustrate the military approaches to knowledge externalization. Producing doctrines in the process of operational standardization is presented as a solution used by the military to combine knowledge in order to codify it. Finally, knowledge internalization through training and education is explored. (original abstract)
Pełny tekst
Pokaż
Bibliografia
Pokaż
  1. AAP-3(J) (2011). Production, Maintenance and Management of NATO Standardization Documents. Brussels: NATO Standardization Agency. Retrieved from http://nsa.nato.int/nsa/zPublic/ap/aap- 03%28j%29%282%29e.pdf (28 Feb. 2014).
  2. AAP-6 (2013). The NATO Glossary of Terms and Definitions. Brussels: NATO Standardization Agency. Retrieved from http://nsa.nato.int/nsa/zPublic/ ap/aap6/aap-6.pdf (28 Feb. 2014).
  3. AAP-42(B) (2011). NATO Glossary of Standardization Terms and Definitions. Brussels: NATO Standardization Agency. Retrieved from http://nsa.nato. int/nsa/zPublic/stanags/7186eed01.pdf (28 Feb. 2014).
  4. AAP-47(A) (2013). Allied Joint Doctrine Development. Supplement to AAP- 3(J). Brussels: NATO Standardization Agency. Retrieved from http://nsa. nato.int/nsa/zPublic/ap/AAP-47%20EDA%20V2.pdf (28 Feb. 2014).
  5. ADP 6-22 (2012). Army Leadership. Washington: Headquarters Department of the Army. Retrieved from http://armypubs.army.mil/doctrine/DR_ pubs/dr_a/pdf/adp6_22_new.pdf (29 Mar. 2014).
  6. ADRP 6-22 (2012). Army Leadership. Washington: Headquarters Department of the Army. Retrieved from http://armypubs.army.mil/doctrine/DR_ pubs/dr_a/pdf/adrp6_22_new.pdf (29 Mar. 2014).
  7. AJP-Ol(D) (2010). Allied Joint Doctrine. Brussels: NATO Standardization Agency. Retrieved from http://nsa.nato.int/nsa/zPublic/ap/ajp-01(d). pdf (28 Feb. 2014).
  8. AJP-3(B) (2011). Allied Joint Doctrine for the Conduct of Operations. Brussels: NATO Standardization Agency. Retrieved from http://nsa.nato.int/nsa/ zPublic/ap/ajp-3(b).pdf (28 Feb. 2014).
  9. Allen, N., Burgess, T. (2001). Taking the Guidon: Exceptional Leadership at the Company Level. Delaware: The Center for Company-Level Leadership.
  10. AR 25-1 (2008). Army Knowledge Management and Information Technology. Washington: Headquarters Department of the Army. Retrieved from https://www.fas.org/irp/doddir/army/ar25-l.pdf (25 Mar 2014).
  11. AR 600-100 (2007). Army Leadership. Washington: Headquarters Department of the Army. Retrieved from http://www.apd.army.mil/pdffiles/ r600_100.pdf (28 Feb 2014).
  12. Army Mentorship Handbook (2005). Rosslyn: Headquarters Department of the Army. Retrieved from http://www.armycounselingonline.com/ download/Mentorship%20Handbook.pdf (14 Mar. 2014).
  13. Bi-SC 25-1 (2008). Information and Knowledge Management Directive. Allied Command Operations & Allied Command Transformation.
  14. Bi-SC 75-2 (2013). Education and Training Directive (E&TD). Allied Command Operations & Allied Command Transformation. Retrieved from http:// www.act.nato.int/images/stories/structure/jft/075-002_BI-SC_1113.pdf (28 Feb. 2014).
  15. Bi-SC 75-3 (2013). Collective Training and Exercise Directive (CT&ED). Allied Command Operations & Allied Command Transformation. Retrieved from http://www.act.nato.int/images/stories/structure/jft/bi-sc-75-3_ final.pdf (28 Feb. 2014).
  16. Bi-SC 75-7 (2013). Education and Individual Training Directive (E&ITD). Allied Command Operations & Allied Command Transformation. Retrieved from http://www.act.nato.int/images/stories/structure/jft/bi-sc-75-7a. pdf (28 Feb. 2014).
  17. Bi-SC IKM Vision and Strategic Concept (2007). Allied Command Operations & Allied Command Transformation.
  18. Byrne, B., Bannister, F. (2013). Knowledge Management in Defence. Defence Forces Review 2013, 71-91. Retrieved from http://www.military.ie/ fi lead mi n/user_upload/i mages/I nfo_Centre/documents/Annual_ Reviews/DF_Review_2013.pdf (25 Mar. 2014).
  19. Darling, M., Perry, Ch., Moore, J. (2005). Learning in the Thick of It. Harvard Business Review, July-August, 84-92.
  20. Davenport, T.H., Prusak, L. (1998). Working Knowledge: How Organizations Manage What They Know. Boston: Harvard Business School Press.
  21. DiBella, A.J. (2010). Can the Army Become a Learning Organization. Joint Force Quarterly, 2010,56,117-122. Retrieved from http://www.dtic.mil/ dtic/tr/fulltext/u2/a515164.pdf (28 Feb. 2014).
  22. Dixon, N.M. (2007). Company Command: a Professional Community That Works. ASK Magazine, Summer, 13-17.
  23. Dixon, N., Allen, N., Burgess, T., Kilner, P., Schweitzer, S. (2005). Company Command: Unleashing the Power of the Army Profession. West Point: The Center for the Advancement of Leader Development and Organizational Learning.
  24. Establishing a Lessons Learned Program: Observations, Insights and Lessons (2011). Fort Leavenworth: Center for Army Lessons Learned. Retrieved from http://usacac.army.mil/cac2/call/docs/ll-33/ll-33.pdf (28 Feb. 2014).
  25. FM 6-01.1 (2012). Knowledge Management Operations. Washington: Headquarters Department of the Army. Retrieved from http://armypubs. army.mil/doctrine/DR_pubs/dr_a/pdf/fm6_01xl.pdf (25 Mar. 2014).
  26. FM 6-22 (2006). Army Leadership: Competent, Confident and Agile. Washington: Headquarters Department of the Army. Retrieved from http://armypubs.army.mil/doctrine/DR_pubs/dr_a/pdf/fm6_22.pdf (25 Mar. 2014).
  27. Garvin, D.A., Edmondson, A.C., Gino, F. (2008). Is Yours a Learning Organization? Harvard Business Review, March, 109-116.
  28. Gourlay, S. (2003). The SECI Model of Knowledge Creation: Some Empirical Shortcomings, 4th European Conference on Knowledge Management, Oxford, England. Retrieved from http://eprints.kingston.ac.uk/2291/ (02 Jun. 2014).
  29. Gourlay, S. (2006). Conceptualizing Knowledge Creation: a Critique of Nonaka's Theory. Journal of Management Studies, 43(7), p. 1415-1436.
  30. Hallet, M., Mota, M., Pinot, J.H., Smack, M., Soegaard, P. (2009). Introduction to the NATO Lessons Learned Capability. The Three Swords Magazine, 16, 38-45. Retrieved from http://www.jwc.nato.int/media/three-swords-magazine/118-issue-no-16 (28 Feb. 2014).
  31. Hutson, P. (2011). Information and Knowledge Management: Framing the Challenge. The Three Swords Magazine, 19,46-49. Retrieved from http:// www.jwc.nato.int/media/three-swords-magazine/121-issue-no-19 (28 Feb. 2014).
  32. Jabłoński, J., Lis, A. (2012). Lessons Learned System as a Tool of Managing Organizational Knowledge: The Case of Military Organizations. In: A. Nalepka, A. Ujwary-Gil (Eds.), Business and Non-profit Organizations Facing Increased Competition and Growing Customers' Demands (pp. 163-186). Nowy Sącz: Wyższa Szkoła Biznesu - National Louis University.
  33. Jashapara, A. (2004). Knowledge Management: An Integrated Approach. Harlow: Prentice Hall.
  34. JP 3-0 (2011). Joint Operations. Retrieved from http://www.dtic.mil/doctrine/ new_pubs/jp3_0.pdf (02 Jun. 2014).
  35. JP 3-07 (1995). Joint Doctrine for Military Operations Other Than War. Retrieved from http://www.bits.de/NRANEU/others/jp-doctrine/ jp3_07.pdf (02 Jun. 2014).
  36. Lackey, S.W. (2003). Spreading the Gospel of Lessons Learned: From the PfP Lessons Learned Working Group to Advanced Distributed Learning. Connections: The Quarterly Journal, 2, 79-90. Retrieved from http:// connections-qj.org/node/2463 (29 Mar. 2014).
  37. Lis, A. (2012a). Positive Organizational Behaviors as the Key Success Factors for Lessons Learned Systems: The Case of Military Organizations. Journal of Positive Management, 3 (1), 82-93. Retrieved from http://www.jpm. umk.pl/images/Vol3_Nol/article24.pdf (29 Mar. 2014).
  38. Lis, A. (2012b). How to Strengthen Positive Organizational Behaviors Fostering Experiential Learning: The Case of Military Organizations. Journal of Entrepreneurship, Management and Innovation, 8 (4), 21-34. Retrieved from http://jemi.edu.pl/uploadedFiles/file/JEMI_2012_Vol_8_Articles/ JEMI_2012_Vol_8_lssue_4_Article_2.pdf (29 Mar. 2014).
  39. Mains, S., Ariely, G.A. (2011). Learning While Fighting: Operational Knowledge Management That Makes a Difference. PRISM, 2(3), 165-176. Retrieved from http://www.isn.ethz.ch/Digital-Library/Publications/ Detail/?lng=en&id=133826 (25 Mar. 2014).
  40. Mclntyre, S.G., Gauvin, M., Waruszynski, B. (2003), Knowledge Management in the Military Context. Canadian Military Journal, Spring 4(1), 35-40. Retrieved from http://www.revue.forces.ca/vo4/nol/doc/v4nl-p35-40-eng.pdf (24 Mar 2014).
  41. Milton, N. (2010). The Lessons Learned Handbook: Practical Approaches to Learning from Experience. Oxford: Chandos Publishing.
  42. NATO E-learning Concept (2014). Retrieved from http://www.act.nato.int/ images/stories/structure/jft/NATO_e-Learning_Concept_Jan_2014.pdf (28 Feb. 2014).
  43. Nonaka, I. (1991). The Knowledge-Creating Company. Harvard Business Review, November-December, 96-104.
  44. Nonaka, I. (2012), Dynamic Organizational Capabilities: Distributed Leadership and Fractal Organization. In: Strategic Management of Military Capabilities: Seeking Ways to Foster Military Innovation. NIDS International Symposium on Security Affairs. Tokyo: The National Institute for Defense Studies. Retrieved from http://www.nids.go.jp/ english/event/symposium/pdf/2012/E-01.pdf (28 Feb. 2014).
  45. Nonaka, I., Konno, N. (1998). The Concept of 'Ba': Building a Foundation for Knowledge Creation. California Management Review, 40(3), 40-54.
  46. Nonaka, I., Takeuchi, H. (1995). The Knowledge Creating Company. New York: Oxford University Press.
  47. Powell, T.H. (2007). a Critical Review of Nonaka's SECI Framework. Paper presented at Advanced Doctoral Seminar, 16th EDAMBA Summer Academy, Soreze, France. Retrieved from http://www.academia. edu/714629/A_Critical_Review_of_Nonakas_SECI_Framework (02 Jun 2014).
  48. The NATO Lessons Learned Handbook (2011). Monsanto: Joint Analysis and Lessons Learned Centre. Retrieved from http://www.jallc.nato.int/ newsmedia/docs/Lessons_Learned_Handbook_2nd_edition.pdf (28 Feb. 2014).
  49. Wenger, E.C., McDermott, R., Snyder, W.M. (2002). Cultivating Communities of Practice: a Guide to Managing Knowledge. Boston: Harvard Business School Press.
  50. Wheatley, M.J. (1994). Can the U.S. Army Become a Learning Organization? The Journal of Quality and Participation, 17(2), 50-56.
Cytowane przez
Pokaż
ISSN
2299-7075
Język
eng
URI / DOI
http://dx.doi.org/10.7341/20141012
Udostępnij na Facebooku Udostępnij na Twitterze Udostępnij na Google+ Udostępnij na Pinterest Udostępnij na LinkedIn Wyślij znajomemu