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PhD thesis: The knowledge dynamics of organizational innovation

18 March 2009
Larissa Sjarbaini
Larissa Sjarbaini

Larissa Sjarbaini’s findings show that the use of planning support leads to stronger codes. So essentially, use of decision support leads to more standardization and confirmation. From a methodological point of view Sjarbaini’s study has made an important step to making innovation tangible in terms of knowledge; she measured the knowledge types of individuals within an organizational innovation process. Moreover, in measuring the knowledge types she also captured the dynamics of knowledge.

And then, this thesis provides insight into this process of measuring knowledge dynamics to better understand organizational innovation. Sjarbaini’s thesis showed how the understanding of knowledge [dynamics] can help to gain more insight into many different aspects of organizational innovation. Such as, making the duty roster implies certain things as using codes. These codes should be well understood. Or, how day-to-day routine is interrupted. A subtask such as negotiating, which is not directly supported by the implementation of the software does also undergo changes. Or the consideration that knowledge change is not a linear development, which is easily triggered just by working differently.

The model that Sjarbaini presented enabled these insights. She therefore considers this model to be a powerful tool to study organizational innovation, a tool, which has the capacity to generate more insights.

Larissa Sjarbaini (Amsterdam, 1968) will be awarded het PhD in economics and business on Thursday 26 March (2.45pm). Her supervisor is prof Jorna and the thesis title is: The knowledge dynamics of organizational innovation.

Last modified:31 January 2018 11.53 a.m.
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