scholarly journals The Japanese Model of Knowledge Management

2012 ◽  
Vol 4 (1) ◽  
pp. 7-16
Author(s):  
Grażyna Gierszewska
Keyword(s):  
Knowledge Management ◽  
Knowledge Production ◽  
Knowledge Creation ◽  
Explicit Knowledge ◽  
Organisational Learning ◽  
Practical Application ◽  
Japanese Management ◽  
Formal Knowledge ◽  
Seci Model ◽  
New Knowledge

Abstract The effectiveness of Japanese management methodologies is making them increasingly popular with business organisations all over the world. This paper aims to present one of the least known knowledge management theories: the knowledge creation model by I. Nonaka and H. Takeuchi. In their approach to the theory of organisational learning and knowledge creation, Nonaka and Takeuchi propose a categorisation of knowledge into tacit and explicit (formal) knowledge and explore the relationships between knowledge production, transfer and application; they also address the issue of applying existing and creating new knowledge. Presented SECI model captures the conversion of tacit knowledge into explicit knowledge in four steps: Socialisation, Externalisation, Combination and Internalisation. The paper examines case studies that illustrate the practical application of the processes.

Innovation and Driven Knowledge Management

2011 ◽  
pp. 392-427 ◽  
Author(s):  
Eng K. Chew ◽  
Petter Gottschalk
Keyword(s):  
Knowledge Management ◽  
Absorptive Capacity ◽  
Asset Management ◽  
Knowledge Creation ◽  
Explicit Knowledge ◽  
Idea Generation ◽  
External Knowledge ◽  
It Managers ◽  
New Knowledge ◽  
And Performance

As described in Chapter X, fundamental to the company’s innovation capabilities is the level of collaboration and knowledge management capabilities available to support the innovation process. The ability of an organization to identify, acquire, and utilize external knowledge, known as knowledge absorption, can be critical to the firm’s operational success (Adams, Bessant, & Phelps, 2006). A survey by Adams et al. (2006) shows that three areas of knowledge management are critical for innovation management: idea generation, knowledge repository (including the management of tacit and explicit knowledge), and information flows (including information gathering and networking). Further they note that several researchers have found that the firm’s ability to “absorb and put to use new knowledge,” known as knowledge “absorptive capacity,” has direct impact on the firm’s innovation and performance (Chen, 2004; Tsai, 2001). Popadiuk and Choo (2006) have further shown that innovation and knowledge creation are related. Innovation is a result of knowledge creation. Innovation is related to the firm’s ability to combine new knowledge with existing knowledge to create new knowledge that is unique to the firm. It is also related to the firm’s ability to diffuse knowledge throughout the organization so that the organization as a whole increases its absorptive capacity. Knowledge diffusion can be facilitated by IT infrastructure and knowledge management system. Knowledge management is aimed at leveraging internal and external knowledge to create value from the firm’s intangible assets. According to Metaxiotis and Psarras (2006), knowledge management contributes to value creation by enhancing: intellectual asset management, operational efficiency, customer and competitor intelligence, continuous improvement, organizational learning, innovation in products and services, and time to market. They report of findings from American Productivity and Quality Center that greater emphasis should be made by firms on “using knowledge management to become more efficient innovators.” To leverage knowledge management for business innovation, IT managers must first understand the basic principles, theories, and practices of knowledge management. Next, they must understand how knowledge management will contribute to innovation. This chapter aims to address both topics to help make IT managers become the IT innovators.

Knowledge Management Systems in Sports: The Role of Organisational Structure, Tacit and Explicit Knowledge

2016 ◽  
Vol 15 (02) ◽  
pp. 1650023 ◽  
Author(s):  
Niclas Erhardt ◽  
Carlos Martin-Rios
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Knowledge Creation ◽  
Explicit Knowledge ◽  
Organisational Learning ◽  
Ice Hockey ◽  
American Football ◽  
Sports Teams ◽  
Routine Work ◽  
Organisational Structures

This paper aims to identify two different knowledge management (KM) systems and their underlying capabilities by accounting for two contextual factors: organisational structures and type of knowledge. Specifically, it seeks to explore how two different organisational structures (mechanistic and organic) shape the way explicit and tacit knowledge is shared, created, and learned. The paper uses a case-based approach of two sports teams as archetypal contexts to inform management research. Findings suggest that a mechanistic structure (American football) emphasises explicit knowledge for sharing of specific directives, centralised, incremental knowledge creation, and organisational learning through memorisation and repetitious actions. In an organic structure (ice hockey), sharing of tacit knowledge, decentralised novel knowledge creation, and organisational learning through empowered experiential learning episodes are emphasised. Findings illustrate the importance of accounting for organisational structures and knowledge needed for different KM systems geared towards efficiency and routine work, and flexibility and non-routine work.

The SECI Model in Knowledge Management Practices

Mousaion ◽  
2019 ◽  
Vol 37 (3) ◽  
Author(s):  
Aderonke Olaitan Adesina ◽  
Dennis N. Ocholla
Keyword(s):  
Knowledge Management ◽  
Best Practices ◽  
Knowledge Creation ◽  
Management Practices ◽  
High Impact ◽  
Journal Articles ◽  
Practical Application ◽  
Seci Model ◽  
Knowledge Management Practices ◽  
Meta Analyses

The purpose of this study was to review the socialisation, externalisation, combination and internalisation (SECI) model of knowledge management (KM), and to explore the trends of its use, challenges, and best practices in the model’s application in KM practice in the period from 1995 to 2018. Using the methodology known as the preferred reporting items for systematic reviews and meta-analyses (PRISMA), we sought to do the following: establish whether the SECI model was more widely accepted than other KM models; examine specific demographic details of research studies on the SECI model; investigate the weaknesses of the model in practice; and generate a compendium of the use of the model in respect of the period we reviewed. Four databases were explored to search for open access, peer-reviewed, empirical journal articles. The study found that the SECI model continued to be widely accepted and used in spite of criticism levelled at it. Weaknesses that we noted in our review included the limitations of certain modes of the model in some areas of application and the non-linearity of the model in other areas. The study found evidence of exponential growth in the SECI model’s usage in the period reviewed. Also noted was the wide application of the model in knowledge creation studies in Africa. The study suggested that organisations could employ the model for their knowledge creation activities, but with the support of factors that enabled knowledge sharing. The model’s socialisation mode stood out as a mode of high impact, implying that the management teams of organisations needed to pay a lot of attention to it for effective organisational KM. This study generated a compendium for the practical application of the SECI model.  

A Knowledge Management Process in Communities of Practice of Engineering Based on the SECI Model for Knowledge

2010 ◽  
Vol 5 (1) ◽  
pp. 27-42 ◽  
Author(s):  
Akila Sarirete ◽  
Azeddine Chikh
Keyword(s):  
Knowledge Management ◽  
Communities Of Practice ◽  
Knowledge Creation ◽  
Explicit Knowledge ◽  
Management Process ◽  
Technical Approach ◽  
Web Technologies ◽  
Learning Network ◽  
Seci Model

With the vast movement toward promoting and developing models, practices, and technological environments in the engineering domain, a need exists to facilitate communication, collaboration, and coordination among its actors. Communities of Practice (CoPs) represent the natural and logical solution to answer these needs. In this paper, the authors propose a knowledge management process to exploit tacit and explicit knowledge in the engineering domain within the framework of a CoP of engineering. The approach used in this work introduces new elements in the Nonaka’s SECI model for knowledge creation. To validate the proposed process, a qualitative case study has been conducted on two CoPs, “CPsquare” and “The Cisco Learning Network”. It has been shown that CoPs and social learning impact learning as well as knowledge sharing. The use of web technologies and socio-technical approach in the management of knowledge is of high importance.

Linking Knowledge Creation and Environmental Education

2016 ◽  
Vol 15 (02) ◽  
pp. 1650017
Author(s):  
Giovana Escrivão ◽  
Marcelo Seido Nagano
Keyword(s):  
Knowledge Management ◽  
Content Analysis ◽  
Environmental Education ◽  
Knowledge Production ◽  
Knowledge Creation ◽  
Creation Process ◽  
Data Collection And Analysis ◽  
Green Practices ◽  
New Knowledge ◽  
Systematic Knowledge

Although the importance of knowledge management, little is known concerning the creation process of new knowledge. This process can be applied into several contexts in order to create new knowledge and use it better; one is environmental education (EE), which regards the increasing environmental degradation. This paper analyses the knowledge creation (KC) process in EE programmes conducted by two of the largest and most prestigious universities in Brazil. This research is qualitative with a descriptive characteristic and was conducted through case studies. The data collection and analysis methods were qualitative, including interviews and content analysis. The main contribution of this paper concerns suggestions to improve the environmental programmes at universities, providing green practices around the campuses with more efficient and systematic knowledge production and dissemination related to the topic. Additionally, some evidences of the case studied motivated the authors to ask some questions about the KC theory of Nonaka.

Towards The New Episteme

2013 ◽  
pp. 45-59
Author(s):  
Zbigniew Król
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Philosophy Of Language ◽  
Explicit Knowledge ◽  
Professional Collaboration ◽  
Science Knowledge ◽  
Types Of Knowledge ◽  
New Knowledge ◽  
Definition Of ◽  
The Given

The usual horizon of knowledge science is limited to nominalism, empiricism, and naturalistic and evolutionary epistemologies. I propose to broaden this horizon by applying some other philosophical attitudes, such as a non-nominalistic philosophy of language. A basic methodology for the new episteme, including (non-nominalistic) typology and a definition of knowledge and of tacit knowledge, is proposed. Several types of knowledge and the corresponding tacit knowledge are discussed within a broadened philosophical context. There are many types of knowledge and tacit knowledge using different methods of sharing. The main problem with the effective sharing of tacit knowledge is sharing knowledge relevant to the given problem. The transfer, change and transformation of tacit knowledge into explicit knowledge are possible. An example of such a transition, which I call conceptualization, is described. Conceptualization exemplifies how new knowledge can be created with the use of tacit knowledge. A need also exists for a professional collaboration between knowledge science, knowledge management and philosophy.

Where Knowledge Management Resides within Project Management

2005 ◽  
pp. 138-154 ◽  
Author(s):  
Jill Owen ◽  
Frada Burstein
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Knowledge Transfer ◽  
Tacit Knowledge ◽  
Crucial Role ◽  
Explicit Knowledge ◽  
Formal Knowledge ◽  
Engineering Consulting ◽  
Insight Into

This chapter explores how an engineering consulting company creates, manages, and reuses knowledge within its projects. It argues that the informal transfer and reuse of knowledge plays a more crucial role than formal knowledge in providing the greatest benefit to the organization. The culture of the organization encourages a reliance on networks (both formal and informal) for the exchange of tacit knowledge, rather than utilizing explicit knowledge. This case study highlights the importance of understanding the drivers of knowledge transfer and reuse in projects. This will provide researchers with an insight into how knowledge management integrates with project management.

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.

A Knowledge Management Process in Communities of Practice of Engineering Based on the SECI Model for Knowledge

2012 ◽  
pp. 134-149
Author(s):  
Akila Sarirete ◽  
Azeddine Chikh
Keyword(s):  
Knowledge Management ◽  
Social Learning ◽  
Communities Of Practice ◽  
Knowledge Sharing ◽  
Explicit Knowledge ◽  
Management Process ◽  
High Importance ◽  
Web Technologies ◽  
Seci Model

With the vast movement toward promoting and developing models, practices, and technological environments in the engineering domain, a need exists to facilitate communication, collaboration, and coordination among its actors. Communities of Practice (CoPs) represent the natural and logical solution to answer these needs. In this paper, the authors propose a knowledge management process to exploit tacit and explicit knowledge in the engineering domain within the framework of a CoP of engineering. The approach used in this work introduces new elements in the Nonaka’s SECI model for knowledge creation. To validate the proposed process, a qualitative case study has been conducted on two CoPs, “CPsquare” and “The Cisco Learning Network”. It has been shown that CoPs and social learning impact learning as well as knowledge sharing. The use of web technologies and socio-technical approach in the management of knowledge is of high importance.

Knowledge Management of Healthcare by Clinical-Pathways

2010 ◽  
Vol 09 (02) ◽  
pp. 119-125 ◽  
Author(s):  
Tomoyoshi Yamazaki ◽  
Katsuhiro Umemoto
Keyword(s):  
Knowledge Management ◽  
Theoretical Model ◽  
Case Studies ◽  
Knowledge Creation ◽  
Clinical Pathways ◽  
Medical Doctors ◽  
New Knowledge ◽  
Healthcare Process ◽  
Knowledge Intensive

Healthcare is a knowledge-intensive service provided by professionals, such as medical doctors, nurses, and pharmacists. Clinical-pathways are used by many healthcare organisations (HCOs) as a tool for performing the healthcare process, sharing and utilising knowledge from different professionals. In this paper, case studies were performed at two HCOs that use clinical-pathways actively in the healthcare process. Theoretical model construction, sharing, utilisation, and creation of the knowledge by different professionals, were tested by the case study of two HCOs which use clinical pathways actively. The theoretical model was a knowledge creation model which creates new knowledge continuously. In this theoretical model, clinical-pathways are suggested to be an effective tool for knowledge management in healthcare.

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