Perspective—Tacit Knowledge and Knowledge Conversion: Controversy and Advancement in Organizational Knowledge Creation Theory

2009 ◽  
Vol 20 (3) ◽  
pp. 635-652 ◽  
Author(s):  
Ikujiro Nonaka ◽  
Georg von Krogh
Keyword(s):  
Tacit Knowledge ◽  
Knowledge Creation ◽  
Organizational Knowledge ◽  
Knowledge Conversion ◽  
Organizational Knowledge Creation

Knowledge Dynamics

2015 ◽  
pp. 103-126
Keyword(s):  
Tacit Knowledge ◽  
Knowledge Creation ◽  
Explicit Knowledge ◽  
Dynamic Theory ◽  
Organizational Knowledge ◽  
Knowledge Conversion ◽  
Seci Model ◽  
Organizational Knowledge Creation ◽  
Knowledge Dynamics ◽  
Cognitive Knowledge

In the chapter about cognitive knowledge, the author introduced the dyad of explicit-tacit knowledge developed by Ikujiro Nonaka and his colleagues. This dyad represents the conceptual framework of the dynamic theory of organizational knowledge creation. The breakthrough of this theory is the SECI model, which consists of four knowledge conversion processes: socialization (from tacit knowledge to tacit knowledge), externalization (from tacit knowledge to explicit knowledge), combination (from explicit knowledge to explicit knowledge), and internalization (from explicit knowledge to tacit knowledge). All of these knowledge conversion processes may happen in Ba, a dynamic context where interactions between people take place. The purpose of this chapter is to present the main concepts and ideas of the dynamic theory of organizational knowledge creation developed by Nonaka and his colleagues, a theory that represents a major contribution to the development of knowledge management.

scholarly journals Understand the Dynamic Theory of Organizational Knowledge Creation

2019 ◽  
Vol 7 (9) ◽  
pp. 124-141
Author(s):  
Fernanda Koehler ◽  
Lia Caetano Bastos ◽  
Rogério Cid Bastos
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Knowledge Creation ◽  
Dynamic Theory ◽  
New Product ◽  
Organizational Knowledge ◽  
Practical Application ◽  
Knowledge Conversion ◽  
Organizational Knowledge Creation ◽  
New Perspective

After the Wars, it was necessary the companies reinvented their process and for this to create a new perspective including products and services. In 1986, Ikujiro Nonaka and Hirotaka Takeuchi received a challenge to describe product development in Japan companies. The result was “The new new product development game”. After that, Nonaka and Takeuchi wrote about their observations in this process and published many articles, presenting in 1994 the Theory of Organizational Knowledge Creation. In this context, the aim of this study is to review the Nonaka and Takeuchi documents, building a timeline and understand the concepts and the future for the Theory of Organizational Knowledge Creation. Firstly, we search the articles from Nonaka in the Scopus database. Secondly, we started reading the article “Dynamic Theory of Organizational Knowledge Creation” published in 1994 for Nonaka. Based on their references we returned for the search results and read the articles. Next, we read the articles published after 1994 and comprehending their link with the Theory of Organizational Knowledge Creation. Although the Theory of Organizational Knowledge Creation is recognized and diffused in the academy and in the organizations that study or implant the Knowledge Management, it is noticed that few authors deepen the knowledge to understand the fundamentals of the theory or, of fundamental reasoning. It is evident the concern of Nonaka and his co-authors to seek facilitators for the modes of knowledge conversion, to facilitate the practical application of the modes of knowledge conversion.

Learning transfer system inventory (LTSI) and knowledge creation in organizations

2018 ◽  
Vol 25 (5) ◽  
pp. 305-319 ◽  
Author(s):  
Aindrila Chatterjee ◽  
Arun Pereira ◽  
Bijan Sarkar
Keyword(s):  
Tacit Knowledge ◽  
Knowledge Creation ◽  
Learning Transfer ◽  
Building Blocks ◽  
Organizational Knowledge ◽  
Basic Knowledge ◽  
Transfer System ◽  
Content Type ◽  
Learning Transfer System Inventory ◽  
Organizational Knowledge Creation

Purpose Knowledge creation has received substantial attention by researchers, ever since the Socialization Externalization Combination Internalization (SECI) process was introduced. Learning Transfer System Inventory (LTSI) focuses on learning transfer and has been validated across many countries. The purpose of this paper is to explore the theoretical underpinnings between LTSI and SECI, and LTSI’s role in knowledge amplification as part of the organizational knowledge creation spiral. Design/methodology/approach The literature on organizational learning, SECI and LTSI is studied, as well as a detailed review of the LTSI constructs as it relates to SECI is completed. Findings Both SECI and LTSI emphasize the substantial interplay between explicit and tacit knowledge as the basis of knowledge interchange. The result of this research is a theoretical framework combining LTSI and SECI that can help understand knowledge transfer in terms of interplay of explicit and tacit knowledge and LTSI’s role in knowledge amplification as part of organizational knowledge creation. Practical implications It is proposed that LTSI can potentially be used to gauge the propensity of an organizational environment to create and transfer knowledge ontologically, as well as adopt knowledge management systems. The LTSI constructs into basic knowledge interactions (various combinations of explicit and tacit knowledge conversions) are categorized thus helping practitioners analyze the basic building blocks of learning transfer and knowledge creation. The theoretical association of the two frameworks paves the way for more empirical validation of the SECI model potentially. Originality/value This paper is an original attempt to associate SECI with LTSI.

Organizational Knowledge Creation in the Chinese Context

2009 ◽  
Vol 5 (2) ◽  
pp. 261-278 ◽  
Author(s):  
Ian J. Walsh ◽  
Mamta Bhatt ◽  
Jean M. Bartunek
Keyword(s):  
Institutional Change ◽  
Knowledge Creation ◽  
Organizational Knowledge ◽  
Organizational Forms ◽  
Institutional Perspective ◽  
Chinese Context ◽  
Organizational Knowledge Creation

This paper elaborates theories of organizational knowledge creation by exploring the implications of institutional change for organizational knowledge creation in Chinese organizations of different ownership forms. Using a dynamic institutional perspective, we discuss prominent characteristics of the Chinese context and develop propositions about knowledge creation patterns in different organizational forms. We also theorize about the effects of increasing institutionalization on patterns of organizational knowledge creation in China and the consequent implications for innovation. We conclude with a discussion of the theoretical implications of this model and suggestions for further research.

The Impact of Culture on the Application of the SECI Model

2010 ◽  
pp. 26-47 ◽  
Author(s):  
Markus Haag ◽  
Yanqing Duan ◽  
Brian Mathews
Keyword(s):  
Organizational Culture ◽  
National Culture ◽  
Knowledge Creation ◽  
Explicit Knowledge ◽  
Organizational Knowledge ◽  
Seci Model ◽  
Organizational Knowledge Creation ◽  
Contextual Environment ◽  
The Impact

The concept of culture and its relationship with Nonaka’s SECI model, a widely used model of organizational knowledge creation, is discussed in this chapter. Culture, in various forms, is argued to impact on the SECI model and the model itself is embedded in a certain context. This context determines the characteristics of the knowledge creation modes as described by SECI and therefore makes the model either more, or less, pertinent in a given context. This is regardless of whether that context is primarily determined by national culture, organizational culture or other factors. Differences in emphases in a given contextual environment on either tacit or explicit knowledge also impacts on knowledge creation as defined by SECI. Finally, it is emphasized that being conscious of the cultural situatedness of the SECI model can lead to a more adequate use of the model for organizational knowledge creation.

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