Running Head: ARTICLE CRITIQUE 1

Article Critique

Student’s Name

Institutional Affiliation

Date
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Critique Notes of Articles

a) Organizational Knowledge; journal of management studies. Tsoukas, H. and

Vladimirou, E. 2001.

According to studies that have been conducted on organizational

knowledge, it has been defied as being the inclusive totals of all the information

know how in an organization that can prove to be useful to the operation of the

organization. Generally this acquaintance has been attributed to being sourced

from the past mistakes and wins, exchange with colleague. In the article “What is

organizational knowledge” Tssoukas and Vladimirou (2001) examines the

concept of knowledge determine it as being that ability f and individual person to

be able to clearly tell the variations in a pool of through ways. Goes on to

specifically outline that the organizational knowledge could as well be described

the familiarity that members of an organization have developed while in that

environment.

Tsoukas and Vladimirou in their development of the organizational

concept have only painted the front organizational part of any organization that

leads to development and gaining of knowledge. The have left out the complex

part of the organization that is likely to deny most people an opportunity to eve

gain this kind of knowledge. They have only put all the attention on imagination

of an organization as being a major thing of source of knowledge which is a

model likely to lead to emergency of new models of in an individual’s life. Many

organizations just looks at a way of collectively bringing together all the elements

that old help in the growth of their businesses.

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Thus Tsoukas and Vladimirou ought to express the fact that organizations

maybe sources of information through which individuals get to learn, it’s not

always about learning and not everyone learns or that information becomes very

useful to them. Others it’s just viewed as a complex structure that is being there as

a formality.

b) Bridging epistemologies: The generative dance between organizational knowledge and

organizational knowing. Cook, S. D. and Seely-Brown, J. 1999

Epistemology can be defined as being the subsection of the philosophical studies

that is in most case deals with knowledge. In the article “Bridging epistemologies”, the

authors Cook and Seely-Brown outlines the fact that knowledge in the first place a very

crucial element in any form of the value addition process. They tries to bring a

connection between the researchers and the affairs in the institutions of higher learnings

on how knowledge from researches is well integrated in order to put to practice that is

eventually seen linking into the real work to service in solving the real problems. The

analysis conducted by Cook and Seely-Brown majorly have put much consideration in

the fact there by use of intangible resources in the developed institutions, knowledge can

easily be brewed.

One of the major description provided is the notion that organization will make

sure that there is a controlled scope through which information provided for in an

organization will go to. This is basically baseless assumptions that are very hard to lay

prove to it. The flow of information at some point could be way out of human control.

And in most cases it will tend not to take a unidirectional assumption but rather go in

varied directions.
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The research has outline very crucial factors ha can never be overlooked at no

cost. However, generalizing that al knowledge gotten in the process of research and taken

to the instructions of higher learning is likely to be turned into backbone solutions that is

used in solving outside problems can be very much misleading. Most individuals tend to

be shy and would not feel very much comfortable sharing their knowledge in group of

people as it has been portrayed in the article Cook and Seely-Brown.

c) Haider, S. 2014. ‘Identification, emergence and filling of organizational knowledge

gaps: a retrospective processual analysis’. Journal of Knowledge Management. Vol.

18, Issue: 2, p. 411-42

This article was majorly meant to provide a well detailed study of the process

involved in the identification emergency as well filling of the organizational knowledge

deficiency in a given period. The research is largely on two scenarios of study which is

used in the analysis of data collected for a period of over 40 years, through which they

identify the variances in terms of knowledge gaps of an organization. Haider comes out

to conduct a study with which he comes out to outline that in many cases knowledge gaps

do come up as a result of variation in all the external as well as the internal conditions in

that period in an organization.

The findings by Haider, have however come much worry bearing in mind that this

particular study just like others is not perfect. The research having obtained data from the

organization’s employees who had been tasked with doing an off head reflections on their

pasts in the industry and provide useful information on the happenings in the company

does not guarantee that all h information provided was very accurate. This kind of data
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cannot be subjected to any form of analytical analysis to ascertain its legitimacy and thus

likely to be very, misleading. Farther more a section of the employees coming to say that

they had not been there when some of the things happened makes this study questionable

bout the honesty of the findings that it’s come up with as the primary source of the data

provider cannot own up the words they said.

Therefore, it’s important to note that Haider did a good job in outlining the whole

procedural demands of identifying a gap as well as ensuring that it gets filled but there is

much worry about the authenticity of the data.

d) Grant, R. M. 1996. Towards a knowledge-based theory of the firm. Strategic

Management Journal. Winter Special Issue. Vol. 17. p. 109-122.

Putting In mind all the postulations on all the perceptions around the knowledge

together with the needs of the same in growth of any given sector, an organization has

been categorized as being a conveyor stage where knowledge is to be intertwined into

the daily life. The author of this article “Grant” (1996), examines the numerous

methodologies which are considered as being the major methodologies that firms put to

se when it comes to blending that knowledge already classified as being from the

expertized colleagues in the staff. he tries to elucidate the idea driven by other researchers

that knowledge will always be in the custody of the individual employees and the

organizations only comes in where there is need for that particular knowledge to be put

to practice.

Having looked at this study, the author Grant has not sufficiently provided well

detailed characterization of the temperament of the firm as its obvious that there is
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identification of the firms without having to keep in mind the ownership rights. It’s also

farther impossible that an organization will be found in an individual. Cyert and March

(1963) argues in their report that organizations come up with strategies which that help in

maintenance of the knowledge important to the organization and thus oozing away with

the notion that an individual could be the sole custodian of the organization knowledge.

With this relation, it thus exposes the unaccounted or part of the information provided by

this study.

e) Nonaka, I. 1994. A dynamic theory of organizational knowledge creation.

Organization Science. Vol. 5. No. 1. p. 14-37

Important to this study is a primary illustration that organizational knowledge will

always come from a well maintained string of communications exchanging between the

silence and the straight forward knowledge. Most researchers have come up to build an

argument that knowledge is solely brought into existence by individuals while

organizations play a major role in making sure that those knowledge are grown, exploited

and well amplified. Nonaka (1994) in this article tends to proclaims models through

which can be used in in governance of the adaptive attributes of the organizational

knowledge. The author dwells or rather revolves around the thinking that any form

organizational knowledge is majorly born from the continued conversation. He says that

a given particular organization that envisions working a constantly changing environment

has to be ready for creation of information and generate new knowledge in general.
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This analysis is majorly enrooted that there has to be a consistent and continuous

communication for information to be created. What happens if the dialogue does not

happen continuously? Failure of any form happening to the nature of dialogue in progress

is likely to affect production of the information. Farther there is no prove that there will

always be a consistent dialogue in an organization therefore making this line of argument

not strong enough as an argumentative point. This theory s much dependent on the

socialization possibility in an organization which does not form core parts or objectives

of the organization and thus not reliable.

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References

Tsoukas, H., & Vladimirou, E. (2001). What is organizational knowledge?. Journal of

management studies, 38(7), 973-993.

Cook, S. D., & Brown, J. S. (1999). Bridging epistemologies: The generative dance

between organizational knowledge and organizational knowing. Organization

science, 10(4), 381-400.

Ferreira, J., Mueller, J., & Papa, A. (2018). Strategic knowledge management: theory,

practice and future challenges. Journal of Knowledge Management.

Mehralian, G., Nazari, J. A., & Ghasemzadeh, P. (2018). The effects of knowledge

creation process on organizational performance using the BSC approach: the

mediating role of intellectual capital. Journal of Knowledge Management.