The effects of a spiral model knowledge-based conversion cycle on improving knowledge-based organisations performance

Abstract

Due to an increasingly competitive environment, recognising the strategic value of knowledge is an important resource for maintaining a competitive advantage and improving organisational performance. The objective of this study included the effects of the conversion cycle of knowledge on a knowledge-based company performance. Four hypotheses based on knowledge socialisation, externalisation, internalisation and combination of Nonaka and Takeuchi model were tested. Fifty-nine questionnaires were completed by medical technology knowledge company members and statistical analysis was performed using SPSS software. The results showed a positive and significant correlation coefficient for the socialisation and externalisation and internalisation of knowledge variables and the stakeholders' aspect within organisational performance. Policy makers should focus on proposals that invest in the elite creative thinkers' ideas by creating a favourable environment for the flourishing of creativity, developing knowledge sharing within a company and in science and technology cities.