Embedding knowledge into social practices: Strategic renewal

Blog Assignment Student Number: 2009024726

Topic: Embedding knowledge into social practice.

Strategic renewal is a process of substantial change with respect to key organizational

attributes to sustain a firm’s long term prospects and viability. Changes may involve the business model, technology, organizational structure, customer base, and product market strategy. Strategic renewal is particularly difficult if a firm organization has not only to streamline and improve the existing operations but also to transform some of its attributes more fundamentally.

Embedded knowledge is tacit and resides within systematic routines. It relates to the relationships between roles, technologies, formal procedures and emergent routines within a complex system. In order to initiate any specific line of business knowledge transition helps a lot, and furthermore it can be elaborated as a situation where individual, group and organisations engage in processes which allow the refining and developing of intuitive insights and interpreting those insights by the individuals to be shared with others in groups, who themselves, through conversations and dialogue, interpret and integrate a shared understanding. This becomes institutionalised in the routines, rules and practices of the organisation

In organisational theory, knowledge transfer is the practical problem of transferring knowledge from one part of the organisation to another. Like knowledge management, knowledge transfer seeks to organise, create, capture or distribute knowledge and ensure its availability for future users.

An organisation become leaning organisations only when the learning process is applied to practical situations and thus allows the organisation to develop enhanced capabilities in which knowing is related to doing.

The organisation that empower their workforces and engage in organisational memory activities tend to be more successful at leaning from pervious mistakes than those who exercise empowerment alone and who thus tend to wait for market forces to push them into action.

What complicates knowledge transfer?

• The inability to recognize and articulate, compile or highly intuitive competencies – tacit knowledge ideas.

• Limitations of information and communication technology.

• Lack of a shared/superordinate social identity.

Generational differences

• Organisational culture non-conducive to knowledge sharing.

• Previous exposure or experience with something.

• Faulty information

It is very important to change the mind-set of the society that we serve as a company, by keeping them informed about our company and the product that we serve to them, because the behaviour of the client is informed by the knowledge that they have about the company and the product. So a company should incorporate this strategy into their plans and put resources to it, so that it can be successful. An action plan should be there as a source of practical support to continue to develop a competent, confident, value social services work force, with the resources, skills and confidence to translate knowledge into practice to improve outcomes for people who use services.

The social practices should involve creating customer, competitor and inter-functional coordination if they are to enhance market orientation.

Sales and marketing manager should manage network relationship in order to be competitive, the organisational support for sales activities should include shared values, which then encourages the adoption of beliefs and behaviours that support organisational leaning and customer value co-creation.

It is very important for the company to promote stakeholder engagement, and to keep their target market informed about the company and their product and incorporate the plan into the strategic plan of the company.

Thank you.