CHAPTER V IMPLICATIONS
5.1 Knowledge Creation Approaches for Success Through the Phases of Succession
CHAPTER V
(Chapter 4), the knowledge creation approaches identified do not always align directly with a single dimension of knowledge creation as specified by the SECI model.
As this table shows, the knowledge creation approaches are used much more extensively in the early stages of preparation for succession (Phases 1 and 2). During Phase 1 (Pre-Succession), there is a balance between tacit and explicit knowledge, with any of the knowledge approaches oriented toward gathering explicit knowledge and either converting it to tacit knowledge or to other explicit knowledge. This phase is also notable for its emphasis on external preparation, including education, apprenticeships and work experience (either inside or outside the firm). During this phase, there are some differences between firm sizes. Large firms use internal training, which is not used by smaller firms. In firms of all sizes, at this stage the mentorship, supervising and coaching activities are with the successor as a recipient, rather than provider, of knowledge.
In Phase 2 (Transition), the Socialization and Internalization process clusters remain dominant, but with more Externalization and Combination activities taking place. The activities are largely the same in firms of all sizes, but there are a few differences. Particularly, small firms do not use observation, internal training, or studying manuals and procedures, while medium and large firms do. As discussed in Chapter 4, this difference is due to lack of resources and formalization in small firms, which limited the usefulness of these knowledge approaches.
By Phase 3 (succession), there are relatively few active knowledge creation approaches in firms of all sizes. In small firms, teamwork and coaching are still part of the knowledge creation process, but these fall away in larger firms. Furthermore, the coaching and supervising roles have changed at this point, with successors transitioning to providing knowledge within the roles rather than receiving knowledge. Thus, by this point knowledge creation is balanced between explicit and tacit knowledge, and the successor is playing a leading role, but their acquisition of explicit knowledge and most implicit knowledge has been completed.
Table 5.1 Summary of knowledge creation approaches through the stages Creation
Process
Socialization Externalization Combination Internalization
Knowledge Transformation
Tacit to Tacit Tacit to Explicit Explicit to Explicit
Explicit to Tacit
Phase 1: Pre-Succession Small Firms Early
involvement
Mentoring
Teamwork
Coaching
Mentoring
Supervising
Coaching
Apprenticeship Early involvement
Mentoring
Apprenticeship
Supervising
Coaching Medium Firms Early
involvement
Education
Working experience
Mentoring
Teamwork
Coaching
Coaching Education
Working experience
Early involvement
Education
Working experience
Apprenticeship
Coaching Large Firms Early
Involvement
Education
Working Experience
Mentoring
Coaching
Mentoring
Internal Training
Education
Working experience
Early Involvement
Education
Working Experience
Mentoring
Internal Training
Supervising Phase 2: Transition
Small Firms Mentoring
Project work and problem solving
OJT
Teamwork
Stakeholder involvement
Coaching
Mentoring
Project work and problem solving
OJT
Supervising
Coaching
Project work and problem solving
Strategic planning
Mentoring
Project work and problem solving
OJT
Supervising
Coaching
Table 5.1 Summary of knowledge creation approaches through the stages (cont.) Creation
Process
Socialization Externalization Combination Internalization
Knowledge Transformation
Tacit to Tacit Tacit to Explicit Explicit to Explicit
Explicit to Tacit
Phase 2: Transition Medium Firms Observation
Mentoring
OJT
Teamwork
Stakeholder involvement
Coaching
Mentoring
Internal training
OJT
Supervising
Coaching
Observation
Mentoring
Internal training
OJT
Supervising
Coaching
Large Firms Observation
Mentoring
Project work and problem solving
OJT
Teamwork
Stakeholder involvement
Coaching
Mentoring
Project work and problem solving
Internal training
OJT
Supervising
Coaching
Studying manuals and procedures
Project work and problem solving
Observation
Mentoring
Studying manuals and procedures
Project work and problem solving
Internal training
OJT
Supervising
Coaching Phase 3: Succession
Small Firms Mentoring
Teamwork
Stakeholder Involvement
Coaching
Mentoring
Supervising
Coaching
Mentoring
Supervising
Coaching
Medium Firms Mentoring
Stakeholder involvement
Mentoring
Supervising
Strategic planning
Mentoring
Supervising Large Firms Mentoring Supervising Strategic
Planning
Supervising
Following the summary above, Venn diagrams of the knowledge approaches during the three phases were prepared. These diagrams represent what is
shared between firms of different sizes, as well as what is different. In Phase 1 (Figure 5.1), early involvement, mentoring and coaching are common to all firms. However, there are several processes used in small and medium firms that are not used in large firms. Internal training is used only in large firms, while education and working experience are only identified as important in medium and large firms. In Phase 2 (Figure 5.2) all firms use mentoring, OJT, teamwork, stakeholder involvement, supervising, and coaching. Medium and large firms use project work and problem solving, while large firms use observation and studying manuals and procedures. Small firms use strategic planning, but medium and large firms do not. Finally, in Phase 3 (Figure 5.3), all firms use processes of mentoring and supervising. Small firms continue to use teamwork, while small and medium firms use stakeholder involvement and coaching, but these have ceased as a dominant knowledge approach in large firms. These diagrams allow for identification of core practices between firms, as well as some practices that may be used depending on the firm size.
Figure 5.1 Knowledge creation approaches during Phase 1 (Pre-Succession)
Figure 5.2 Knowledge creation approaches during Phase 2 (Transition)
Figure 5.3 Knowledge creation approaches during Phase 3 (Succession)