Knowledge Management in an International Research Centre

The study examines knowledge acquisition in a research organization and the knowledge transferred to other institutions in order to analyze benefits for society. It is based on two samples of scientists participating in CERN programmes during the LEP collider period. The analysis uses a new model developed by the author combining two knowledge creation approaches: individual (Kurki-Suonio) and organizational (Nonaka). Through the model developed, the knowledge acquisition generated within five CERN LHC experiments is specifically addressed.Organizational knowledge creation is a process that externalizes the knowledge created by individuals through interactions involving tacit and explicit knowledge. The study provides evidence that the social process encourages the advance of both, scientific and technological processes. It is one of the key procedures of the learning process to create new knowledge and innovation. Much work remains to be done in this area to increase rigor, but the results obtained are useful in understanding the parameters involved in knowledge management within organizations. The new model could be considered as universally applicable.

Autorentext

A writer and a member of the European Union of Science Journalists Associations. After a degree in Physics (Sapienza University), a Master of Science Communication (International School for Advanced Studies) and a PhD in Knowledge Management & Technology Transfer (CERN, Helsinki University), she served as Head of Communications & Outreach.