Clarification of Abilities and Qualities of Knowledge Coordinators: The Case of Regional Revitalization Projects

Abilities and qualities of key persons in regional revitalization projects are unclear, although in connection with the recognition of the importance of these projects, fostering talent is an urgent task. Based on the concept that a key person in regional revitalization projects is the knowledge coordinator, this paper explores abilities and qualities of knowledge coordinators. As a result, the knowledge coordinator in regional revitalization projects is a person who has abilities and qualities as shown by the i-System, and is a person who puts a comprehensive and process-like approach for knowledge creation into practice. This paper visualizes and structures their abilities and qualities from the viewpoint of knowledge coordination by using the i-System.

[1]  I. Janis.  Groupthink: Psychological Studies of Policy Decisions and Fiascoes , 1982 .

[2]  Frank Stowell.  Systems Approach Applications for Developments in Information Technology , 2012 .

[3]  Yoshiteru Nakamori,et al.  Proceedings of the eighth International Symposium on Knowledge and Systems Sciences : KSS'2007 JAIST : November 5-7, 2007, Ishikawa, Japan , 2007 .

[4]  M. Arthur,et al.  The Motivational Effects of Charismatic Leadership: A Self-Concept Based Theory , 1993 .

[5]  Yoshiteru Nakamori,et al.  An Approach to Knowledge Transferring in Science-Policy Process , 2007, KSEM.

[6]  Dorothy E. Leidner,et al.  The Role of Culture in Knowledge Management: A Case Study of Two Global Firms , 2006, Int. J. e Collab..

[7]  Yoshiteru Nakamori,et al.  Designing, utilizing and evaluating ‘technology‐creating Ba’ in a Japanese scientific research institution , 2006 .

[8]  Andrzej P. Wierzbicki,et al.  Systems Approach to Knowledge Synthesis , 2010, Int. J. Knowl. Syst. Sci..

[9]  Yoshiteru Nakamori,et al.  A theory of knowledge construction systems , 2011 .

[10]  James C. Sarros,et al.  The transformational‐transactional leadership model in practice , 2001 .

[11]  Hajo A. Reijers,et al.  On Predicting the Results of Applying Workflow Management in a Healthcare Context , 2012, Int. J. Knowl. Based Organ..

[12]  Philip Selznick.  Leadership in administration , 1957 .

[13]  D. Mcclelland,et al.  Leadership motive pattern and long-term success in management. , 1982 .

[14]  Masashi Okushima,et al.  Quantitative Assessment of Urban Renewal Policy by System Thinking Model , 2009 .

[15]  Yoshiteru Nakamori,et al.  Systems methodology and mathematical models for knowledge management , 2003 .

[16]  Katherine A. Lawrence,et al.  Behavioral complexity in leadership: The psychometric properties of a new instrument to measure behavioral repertoire ☆ , 2009 .

[17]  Kim B. Clark,et al.  Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of , 1990 .

[18]  Jeffrey W. Alstete,et al.  Expanding the Model of Competitive Business Strategy for Knowledge-Based Organizations , 2011, Int. J. Knowl. Based Organ..

[19]  E. Rhoads,et al.  An Evaluation of Factors that Influence the Success of Knowledge Management Practices in U.S. Federal Agencies , 2007, Int. J. Knowl. Manag..

[20]  Giuseppe Conti,et al.  Multi-Level Service Infrastructure for Geovisual Analytics in the Context of Territorial Management , 2010, Int. J. Inf. Technol. Syst. Approach.

[21]  D. Riesman,et al.  The Lonely Crowd. , 1951 .

[22]  G. Krogh.  Care in Knowledge Creation , 1998 .

[23]  I. Nonaka,et al.  SECI, Ba and Leadership: a Unified Model of Dynamic Knowledge Creation , 2000 .