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Feedback loops as dynamic processes of organizational knowledge creation in the context of the innovations’ front-end

Feedback loops as dynamic processes of organizational knowledge creation in the context of the innovations’ front-end
Feedback loops as dynamic processes of organizational knowledge creation in the context of the innovations’ front-end

Feedback loops are instrumental in the organizational knowledge creation (OKC) process across the highly uncertain and dynamic innovation's front-end. Therefore, managers should be aware of how these loops unfold, how to recognize meaningful patterns and how to steer them towards planned and emergent outcomes. Easy to say, difficult to practise! This empirical paper focuses on knowledge–conceptualization – the new knowledge's generation-crystallization journey – and develops a unique model of feedback loops as dynamic processes of OKC in the context of the innovations’ front-end. Using ten qualitatively studied innovations, the authors identify five front-end OKC stages (generation, evaluation, expansion, refinement and crystallization) and pattern these based on their overlaps to explore the associated feedback loops. This model distinctively illustrates increasing–decreasing, diverging–converging and frequent negative-cum-positive loops, and illuminates the complex and rich patterns of loops not captured before.

1045-3172
445-463
Akbar, Hammad
2c8efa43-c6de-4f38-8a9a-d382135c1ed1
Baruch, Yehuda
25b89777-def4-4958-afdc-0ceab43efe8a
Tzokas, Nikolaos
e4c341fe-f43b-46ca-9840-0654ef1164b1
Akbar, Hammad
2c8efa43-c6de-4f38-8a9a-d382135c1ed1
Baruch, Yehuda
25b89777-def4-4958-afdc-0ceab43efe8a
Tzokas, Nikolaos
e4c341fe-f43b-46ca-9840-0654ef1164b1

Akbar, Hammad, Baruch, Yehuda and Tzokas, Nikolaos (2018) Feedback loops as dynamic processes of organizational knowledge creation in the context of the innovations’ front-end. British Journal of Management, 29 (3), 445-463. (doi:10.1111/1467-8551.12251).

Record type: Article

Abstract

Feedback loops are instrumental in the organizational knowledge creation (OKC) process across the highly uncertain and dynamic innovation's front-end. Therefore, managers should be aware of how these loops unfold, how to recognize meaningful patterns and how to steer them towards planned and emergent outcomes. Easy to say, difficult to practise! This empirical paper focuses on knowledge–conceptualization – the new knowledge's generation-crystallization journey – and develops a unique model of feedback loops as dynamic processes of OKC in the context of the innovations’ front-end. Using ten qualitatively studied innovations, the authors identify five front-end OKC stages (generation, evaluation, expansion, refinement and crystallization) and pattern these based on their overlaps to explore the associated feedback loops. This model distinctively illustrates increasing–decreasing, diverging–converging and frequent negative-cum-positive loops, and illuminates the complex and rich patterns of loops not captured before.

Text
Akbar Baruch Tzokas Feedback Loops BJM 2017 - Accepted Manuscript
Restricted to Repository staff only until 24 September 2019.
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More information

Accepted/In Press date: 17 July 2017
e-pub ahead of print date: 24 September 2017
Published date: 1 July 2018

Identifiers

Local EPrints ID: 422597
URI: https://eprints.soton.ac.uk/id/eprint/422597
ISSN: 1045-3172
PURE UUID: c928e225-9985-440a-a2dc-408ca8479701
ORCID for Yehuda Baruch: ORCID iD orcid.org/0000-0002-0678-6273

Catalogue record

Date deposited: 26 Jul 2018 16:30
Last modified: 14 Mar 2019 01:34

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