Report on Innovation and Business Development Organization Conduct

Question: Describe the Report on Innovation and Business Development for Organization Conduct. Answer: Introduction Knowledge is an essential base for any organization to conduct its activity. An organization might posses a view that knowledge is an objected which can be transferred in the form of words and some organizations believes that knowledge is something which is best learnt by practice. SECI model has widely contributed to the study on tacit and explicit knowledge and which contributes better in the working of the organization. The relationship model also helps in understanding the relationships formed in an organization between the activity links, resources and actors and how it is beneficial for the organization. The customer and supplier uncertainties also underline the factors that affect the business of the organization (Hess Ostrom, 2011). The Xerox Corporation is the company which has been taken as an example throughout the report to understand the concept in a better manner. Knowledge as possession view is rooted in which knowledge is considered as an object. The adoption of this view suggests that knowledge is considered as an object which could be captured and used as a resource from the database for the organizational development. It could be used as a base for innovation and development. It is a theoretical and methodological aspect. It is a classical view and could be easily recognized in the expressions of the organization (Biggiero, 2012). Xerox Corporation is an organization that has knowledge sharing culture though out the company since its inception (Knowledge management in practice, 1999). Knowledge as practice is relatively a modern view. The organization believes in the practical learning approach and on the go learning. It is also related with the ability of an individual to process the information and perform the actions. As per this view, practices that are performed by an individual could not be separated by their knowledge because it is collective in nature. A firm opinion of this view is that machines can process the information but not knowledge, which is processed by the individuals during their practices (Evans, Hardy, 2010). Xerox corporation also believes that learning from own experience is also equally important as learning through somebody else is. The company has made a community where all the employees are to share their practical lessons of learning at work (Knowledge management in practice, 1999). Epistemology of Procession The nature of knowledge in possession is said to be derived from an intellectual process and is disembodied entity. It is mostly facts and has distinct categories. The nature suggests that this knowledge is explicit and is privileged over tacit knowledge with the perspective of sharing. This knowledge could be shared, transferred and the organization could be benefited with it. It is easy to share in words and numbers (Virtanen, 2010). Epistemology of Practice The nature of knowledge in practice is said to be derived from a process that is done on the go. It is based on the know-how and is rooted to the personal experience of an individual. It cannot be coded, objective or easily shared in words and numbers. This kind of knowledge is embodied in practice and is inseparable in doing. It is socially constructed and embodied in people. It can be contested and challenged. Knowledge in practice is considered multidimensional in nature. Tacit and explicit are constituted mutually and are inseparable. Nonakas Framework Nonaka has immensely contributed to the subject to knowledge contribution. The SECI model contributed works on explicit and tacit knowledge in the organizational learning and knowledge management (Frost, 2012). Knowledge creation and the transfer of knowledge is important for organizational development. How knowledge is created, shared, combined, interpreted and applied in an organization is outlined in this model (Huysman, Wit, 2002). Socialization is done in tacit to tacit knowledge. The learning could be passes through guidance, practice, observation and imitation of the practices. Externalization is done from tacit to explicit. This conversion mechanism is deemed difficult but is important. Tacit knowledge is difficult to be coded or written down but it is done so in the manual documents so that it could be spread through the entire organization since tacit knowledge is impossible to codify the conversion mechanism becomes dateable. Combination is done in explicit to explicit and is the simplest form to codify the sources of knowledge in documents to combine and create a new knowledge base. Internalization is done from explicit to tacit where the sources of explicit are used and the knowledge is modified by the tacit user and his existing explicit knowledge. The knowledge is continuously converted and created. This process is seen as a continuous process which is dynamic in nature and there is a swirl of knowledge. This model is strongly linked with the applicability in the culture of an organization. This model is the core of knowledge conversion. Organizational example- At Xerox Corporation, knowledge is considered tacit as well as explicit. To share the knowledge the company has a developed a community where tacit knowledge can be spread amongst all the members of the company. The company believes that it is a never ending learning process and it encourages all its employees to be a part of this community. Relationship A Conceptual Model (Actor Bonds/Activity Links/Resource Ties) A relationship is a base of activities in any organization. It is a result of interaction process to develop connections between two parties. There are dimensions in any relationship which affects the business of the organization. The first dimension is substance of a relationship. There are three layers of substances- activity link, resource ties and actor bonds. Activity link is when a relationship links activities between two parties that connect them for various activities. Second is the resource layer or ties that occur when a relationship develops and connects the various resources and elements that are needed by both the parties. These resources or elements could be used for optimum benefits by both the parties in a relationship. The third layer is an actor. Actor becomes connected when bonds are established and when it affects how actor perceives, evaluate and be with each other on this relationship. All these three layers of substance add up to form a relationship. This relationship is important for the functioning of any business organization (Ford, 2012). Relationship Facets (Operational Resource/Influence others) In an organization, every relationship is linked with one another. Every activity is linked with another activity. The operational resources or human resources in an organization play an important role in developing relationships. They have a positive or a negative impact in the organization. Every organization has its operational resources in place, and they play a role in connecting other to the organization. The policies and practices decided and lay down the by these resources facilitate the working culture of the organization. This positive relationship creates a positive influence on the people. These resource acts as the first layer in the organization. The form an activity link between the people involved. Activity link is the second layer. Actors are the people involved in this relationship, and they are the last layer. If the resources form a positive link with the actors the influence made is positive and the organization develops a good formation for itself. If these reso urces fail to develop a positive bond, the impact is negative and the relationship in an organization is not developed (Boudreau, Hopp, McClain, Thomas, 2002). Customer Uncertainties (Need/Market/Transaction uncertainties) Every organization has to deal with the constantly changing business environment. The business environment is under constant change and is subjected to constant market variations. These variations in the trend, preferences, income, behaviour results in the needs and demands of the customers. if the trend is positive then the demand for the product would be more, if the demand is negatively affected then the business of the organization would be negatively affected. These customer uncertainties pose a constant challenge for the organization. An organization has to constantly update with the needs and wants of the market and it results in transaction uncertainties (Jong Nooteboom 2002). Supplier Uncertainties (Capacity/Application/Transaction uncertainties Any business functioning in the market has to be under constant pressure to deal with the market trend. This sometimes creates a situation where suppliers are restricted due to market uncertainties. These market uncertainties affect the production capacity because of difficulty in applicability. For instance, due to up gradation in the technology, there is a change in consumer demand; this would negatively affect the current business scenario of the company. A company has to update its current technological status to meet the demands of the consumer. There might be certain issues with the applicability and that might lead to transaction uncertainties that means the company might not be able to deliver as per the current scenario of the market demand because of the lack of capacity to meet the demands due to changes in the applicability of the new technology. These supplier uncertainties affect the business in a negative manner (Brennan, Canning McDowell, 2014). Organizational example- Xerox Corporation has developed a relationship model where the relationships between the actors, links and ties are analyzed and developed. The company has also developed a strong relationship with its internal resources and internal actors. Analysis of consumer uncertainties is a major part the company undertakes, and analysis of their own uncertainties in the business environment is also analyzed. The community is developed to thoroughly understand this constantly evolving business environment (Knowledge management in practice, 1999). Conclusion Knowledge is best learnt by practice because that teaches every individual a different lesson. This reports concludes that every organization has its own ways of passing on the knowledge, its own way of forming the relationships between the actors, links, and resources, and certainly that every organization is very much impacted by customer uncertainties and suppliers uncertainties. All these factors are analyzed by an organization and these impact the productivity and working. Knowledge serves as base for any organization in the way it conducts its operations and how largely it progresses from its learning and this is reflected in the way knowledge is shared in Xerox Corporation. References Biggiero, L. (2012). Practice vs. Possession: Epistemological Implications on the Nature of Organizational Knowledge and Cognition. (p. 1). U.S.: IGI Global. Retrieved from URL: https://www.irma-international.org/viewtitle/63259/ Boudreau, J., Hopp, W., McClain, J., Thomas, L. (2002). On the Interface Between Operations and Human Resources Management. Retrieved on 24th October 2016, from URL: https://digitalcommons.ilr.cornell.edu/cgi/viewcontent.cgi?article=1062context=cahrswp Brennan, R., Canning, L. McDowell, R. (2014). Business-to-Business Marketing. U.S. SAGE. Evans,T. Hardy, M. (2010). Evidence and Knowledge for practice. U.K. Polity, 2010. Ford, D. (2002). Understanding Business Marketing and purchasing: An interaction Approach. U.K.: Cengage Learning EMEA Frost, A. (2012). The SECI Model and Knowledge Conversion. Retrieved on 24th October 2016, from URL https://www.knowledge-management-tools.net/knowledge-conversion.html. Hess,C. Ostrom, E. (2011). Understandind Knowledge as a Commons: From Theory to Practice. U.S. MIT Press. Huysman, M., Wit, D. (2002). Knowledge Sharing in Practice. U.S. Springer Science Business Media Jong, G., Nooteboom, B. (2002). The Causal Structure of Long-Term Supply Relationships: An Empirical Test of a Generalized Transaction Cost Theory. Germany: Springer Science Business Media Powers, V. (1999). Knowledge management in practice.I.18. . Retrieved on 24th October 2016, from URL: https://www.providersedge.com/docs/km_articles/Xerox_Creates_a_K-Sharing_Culture.pdf Virtanen, I. (2010). Epistemological Problems Concerning ExplicationofTacit Knowledge. Vol. 11, No. 4, Journal of Knowledge management practice.