A study of knowledge creation within Kimberly-Clark South Africa
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Authors
Campling, Errol Ernest
Issue Date
2010-04
Type
Research Report
Language
en
Keywords
Knowledge creation , Knowlege creation models , Nonaka model
Alternative Title
Abstract
The environment in which K-CSA competes is characterised by being highly
competitive, fast paced and ever changing. To survive in such an environment it is
essential that K-CSA develops and implements an organisational strategy that will
enable it to build a sustainable competitive advantage. Grant (2008) offers a broad
definition of organisational strategy as being the means an organisation employs to
meet its objectives. Grant (2008) asserts that successful strategies have four
common elements, namely, simple consistent long term goals; a profound
understanding of the competitive environment; an objective appraisal of resources
and effective implementation. Similarly, the strategy process offered by Boojihawon
and Segal-Horn (2006) highlights the importance of analysis, choice and
implementation in strategy. In order to meet the requirements of a successful
strategy as discussed above K-CSA needs to ensure that they are able to apply
cutting edge knowledge to their strategy to build a meaningful competitive
advantage. Knowledge that is outdated, flawed or unavailable will negatively affect
K-CSA’s ability to produce a successful strategy.
Strategy is an iterative process and in order to ensure that the process has a
continual feed of quality knowledge it requires a process for knowledge creation that
will provide quality knowledge on a constant basis in-line with K-CSA’s strategic
needs. Nonaka, Toyama & Konno (2008) assert that organisations are entities that
continually create knowledge, it is important that K-CSA creates knowledge that is
focused on achieving its strategic goals and objectives.
This research aims to gain an understanding of K-CSA’s current knowledge creation
processes to identify whether improvements are required. To do this effectively three
research objective were set as follows:
Objective 1: To investigate K-CSA’s current knowledge creation processes.
Objective 2: To compare K-CSA’s current knowledge creation processes with the
knowledge creation process devised by Nonaka et al. (2008).
Objective 3: To critically analyse K-CSA’s current knowledge creation processes
against the knowledge creation model devised by Nonaka et al. (2008) for the purpose of understanding the viability of implementing the Nonaka et al. (2008)
model within K-CSA.
The knowledge creation model devised by Nonaka et al. (2008) was chosen as it
factors in both tacit and explicit knowledge and acknowledges that knowledge needs
a context in which to be created. The model also provides guidelines for the
leadership of the knowledge creation process.
This research process sought to gain an understanding of the current knowledge
creation processes that take place within K-CSA. The phenomenological paradigm
as suggested by Hussey and Hussey (1997) was chosen to research K-CSA’s
knowledge creation processes as it permits in depth analysis of the situation. The
research collected primary data through standardised, open ended and face to face
interviews based on a sample of senior managers from each functional area within
K-CSA, namely, marketing, production, finance and human resources. The interview
data was then analysed by using the general analytical procedure to analyse K CSA’s position with regard to knowledge creation.
The research results revealed that K-CSA uses various formal and informal
processes to create knowledge and possesses the elements of the knowledge
creation process as devised by Nonaka et al. (2008) but the elements do not form a
part of a formalised knowledge creation process lead by a common knowledge vision
that synergises the knowledge creation efforts of the functional areas within K-CSA.
Five recommendations concluded this research study, namely:
• The formalisation K-CSA’s knowledge creation processes using the Nonaka et
al. (2008) model.
• Ensuring that the knowledge conversion process is fully exploited.
• Development of a system to store and retrieve K-CSA’s tacit knowledge.
• Further study should be conducted to explore implementing the Nonaka et al.
(2008) model at a global/ regional level.
• Formalising knowledge creation with outside constituents.