Dynamic capabilities and the knowledge nexus. Leveraging ICT, absorptive capacity and human potential
| DOI | https://doi.org/10.1108/VJIKMS-01-2019-0003 |
| Pages | 477-493 |
| Date | 11 November 2019 |
| Published date | 11 November 2019 |
| Author | Lisa J. Daniel,Fang Huang |
| Subject Matter | Information & knowledge management,Knowledge management,Knowledge management systems |
Dynamic capabilities and the
knowledge nexus
Leveraging ICT, absorptive capacity and
human potential
Lisa J. Daniel
USC Business School, University of the Sunshine Coast,
Sunshine Coast, Australia, and
Fang Huang
Murdoch Business School, Murdoch University, Perth, Australia
Abstract
Purpose –The purpose of this paper is to propose alternativeways to develop and leverage organisational
knowledge by consideringthe nexus of data managed by information and communicationstechnologies and
the expertise of human capacity. In doing so this paper challenges current understanding of tacit–explicit
knowledge boundaries and presentsa third dimension of knowledge which can be developedas a strategic
organisationalresource.
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. Knowledgemanagement is explored through the theoretical frameworks of
the knowledge nexus and a model of triadic knowledge. Their conceptualisation and development are
discussedand illustrated.
Findings –This research suggeststhe potential for organisational knowledge resources tobe advanced is
greater, if organisationscan strategically use the knowledge nexus with a triadicperspective of knowledge. A
frameworkfor 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
implicationsfor organisational knowledge development.
Originality/value –The concepts of latentknowledge, the knowledge nexus and their potentialability to
develop and leverage organisational knowledge resources presents a paradigm shift to currently accepted
understanding of knowledgesystems and organisational knowledge management. The originalityand value
of this work comes through its contribution to broadening our understanding of the scope and potential of
organisationalknowledge resources and their processes of transition and development.
Keywords ICT, Dynamic capabilities, Knowledge management, Absorptive capacity,
Knowledge creation, Latent knowledge, Mindfulness
Paper type Conceptual paper
1. Introduction
The twenty-first century is often regarded as the dawn of the knowledge economy, where
the availability, access and strategic use of knowledge are key to competitive success for
many organisations. Explicit information can now be readily accessed and organised
through informationand communications technology (ICT) knowledge systems (often called
Capabilities
and the
knowledge
nexus
477
Received3 January 2019
Revised9 July 2019
Accepted20 July 2019
VINEJournal of Information and
KnowledgeManagement Systems
Vol.49 No. 4, 2019
pp. 477-493
© Emerald Publishing Limited
2059-5891
DOI 10.1108/VJIKMS-01-2019-0003
The current issue and full text archive of this journal is available on Emerald Insight at:
www.emeraldinsight.com/2059-5891.htm
the hard knowledge management [KM] system). Additionally, the tacit knowledge of
professionals, cultivated through their unique insights, expertise and experience, and
leveraged through strategic coordination and structuring (considered the soft KM system),
contributes to the organisation’s absorptive capacity (ACAP). While research and practice
continues to advanceICT and ACAP processes for organisational KM (Wang and Wu, 2016;
Costa and Monteiro, 2018;Schmitt,2018), there has been little research on how to holistically
develop organisational knowledge resources to comprehensively advance KM systems and
create dynamic capabilities.This paper seeks to address that gap.
ACAP is understood as an organisational capacity to identify, interpret, transform
and use knowledge (Cohen and Levinthal, 1989;Cohen and Levinthal, 1990;Roberts
et al., 2012). Knowledge generated through effective ACAP is typically delivered into
ICT-enabled hard systems, ultimately contributing to the organisation’s portfolio of
knowledge resources and strategic capabilities. The key question this paper
investigates is: How can organisations further develop and leverage their strategic
knowledge resources and advance their knowledge systems? Our objective is to explore
the nexus of existing organisational knowledge resources (ICT and ACAP) and
consider the latent potential of human knowledge. The view is that there are synergistic
development processes that can provide opportunities for organisations to cultivate
advanced knowledge resources and create dynamic capabilities.
This paper differentiates its contribution from previous literature because it challenges
conventional thought on two fronts. Firstly, it pushes the tacit–explicit knowledge
boundaries, with aunique contribution to theory, proposing a third knowledgedimension as
a source of strategic organisational knowledge inputs. This dimension is recognised as the
latent knowledge potential of individuals, existing beyond the accepted tacit and explicit
dualism. Secondly, it proposes a knowledgenexus as the locus of organisational knowledge
transition and development,and then offers a theoretical framework to support its role in the
evolution of valuable strategicknowledge resources.
The paper begins with a discussion on the conventional dualism of tacit–explicit knowledge
dimensions. The view is that both explicit and tacit knowledge are dimensions of knowledge
that we know;however,asPolanyi (1966) acknowledges, in the case of tacit knowledge we do
not always know what we know. That discussion is then advanced with a conceptual model of
triadic knowledge, with latent knowledge as the third dimension, differentiated from tacit and
explicit knowledge because it is knowledge that we know we do not know. The knowledge
nexus is then presented and used to illustrate the dynamic interplay of these three dimensions.
A knowledge development framework (the enrichment, enhancement and enlightenment [3E]
framework) is then proposed, built upon the assumption of the tacit–explicit–latent (TEL)
knowledge triad, with the nexus as the transition zone and catalyst for strategic knowledge
development. The paper concludes with a discussion of the theoretical contributions and
limitations, as well as the key practical implications of the triadic knowledge model and 3E
knowledge development framework.
2. Knowledge dimensions
To better appreciate how organisations can develop their strategic knowledge resources, it
is essential to understand how knowledge is currently understood and how that
understanding can be extended to embrace more advanced knowledge resources. The
notions of two dimensions of knowledge, i.e. explicit and tacit, are well established in the
literature. According to Polanyi (1958), there is a continuum, not an either/or distinction
between explicit and tacit knowledge, where all knowledge has a tacit component and it is only
the degree of tacitness that varies (Grant, 2007). In a similar sense, Dampney et al. (2002)
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