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.  

scholarly journals Knowledge Management Practices and Innovation Outcomes: The Moderating Role of Risk-Taking and Proactiveness

2019 ◽  
Vol 9 (4) ◽  
pp. 75 ◽  
Author(s):  
Gema García-Piqueres ◽  
Ana-M. Serrano-Bedia ◽  
Marta Pérez-Pérez
Keyword(s):  
Knowledge Management ◽  
Risk Taking ◽  
Knowledge Creation ◽  
Management Practices ◽  
Ordinary Least Squares ◽  
Process Innovation ◽  
Two Dimensions ◽  
Moderating Effect ◽  
Knowledge Management Practices ◽  
Innovation Outcomes

This study, by the application of a linear regression by ordinary least squares (OLS), aimed to explore the relationships between knowledge management practices (KMP) and innovation outcomes (product, process, organizational, and commercial), and how they can be moderated by two dimensions of the entrepreneurial orientation (proactiveness and risk taking). This empirical study used survey data from a sample of 288 Spanish family small and medium enterprises (SMEs). The results revealed a positive effect of all the KMPs studied for at least one of the innovation variables studied. Regarding the moderating effect of proactiveness and risk taking on the KMP-innovation outcomes relationship, proactiveness negatively moderated the relationship between knowledge creation and product/process innovation. Moreover, a positive moderating effect was found for the case of knowledge application and process innovation. With regard to risk taking, the evidence found was mixed, and confirmed for some KMPs and all the innovation measures, with the exception of process innovation. The only positive moderating effect found was for knowledge storage and product innovation, whereas, contrary to expected, a negative moderating effect was found for knowledge creation, transfer, and application practices and commercial, product, and organizational innovations, respectively.

scholarly journals Challenges and Benefits of Knowledge Management Practices in Electronic Government

2019 ◽  
pp. 271-277
Author(s):  
Handrie Noprisson
Keyword(s):  
Knowledge Management ◽  
Management Practices ◽  
Electronic Government ◽  
Open Communication ◽  
Research Papers ◽  
Non Profit ◽  
Technology Application ◽  
Information And Communication ◽  
Knowledge Management Practices ◽  
Meta Analyses

Electronic government or e-government is an information and communication technology application that aims to provide more open communication between governments, citizens, businesses, and other non-profit companies. In those interaction processes, there are knowledge transfer or exchange methods that must be covered and managed to accomplish the goal of e-government application. Moreover, knowledge, rapidly evolving, is increasingly recognized as a robust strategic resource for efficiency by all types of organizations and institutions either private or public. As the recommended solution, those processes can be covered by knowledge management (KM) method. This paper directs to present insight into benefits and challenges for KM implementation in e-government. A total of five research papers have been reviewed by using a systematic literature review method mentioned Preferred Reporting Items for Systematic reviews and Meta-Analyses (PRISMA). As a conclusion, there are five benefits and six challenges for KM implementation in e-Government.

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.

scholarly journals Knowledge Management Practices towards Competitive Advantage: Study on SMEs in Sri Lanka

2021 ◽  
pp. 1-15
Author(s):  
Himasha Erandi ◽  
Vilani Sachitra
Keyword(s):  
Knowledge Management ◽  
Sri Lanka ◽  
Competitive Advantage ◽  
Knowledge Creation ◽  
Quantitative Research ◽  
Management Practices ◽  
Explicit Knowledge ◽  
Research Approach ◽  
Management Activity ◽  
Knowledge Management Practices

Purpose: Knowledge Management (KM) can be defined as capturing, distributing, and effectively using knowledge. Organizations become more knowledge intensive and they are hiring “minds” more than “hands”. The organization practice has shown that knowledge, when properly used and leveraged, could drive it to become more innovative and thus, more competitive. The investments on intangible resources and the creation of capabilities made by the SMEs are quite problematic. The main reason of conducting this study is to examine the effects of Knowledge Management Practices (KMP) to gain competitive advantage (CA) of SMEs in Sri Lanka. Methods: Explanatory research approach was utilized followed with quantitative research method. Knowledge Creation, Knowledge Validation, Knowledge Presentation, Knowledge Distribution and Knowledge Application were considered as Knowledge Management Practices. The study was conducted with 32 SMEs in Colombo District.  Findings: According to the overall assessment of Knowledge Management Practices in SMEs, 12.5 percent of respondents were never heard about Knowledge Management while 6.3 percent were thinking that it is just a management activity that organizations are already engaging with. Further, 34.4 percent opined that Knowledge Management is a strategic part of the business while 15.6 percent stated Knowledge Management is not existence at their organizations. Fortunately, 40.6 percent believed that Knowledge Management Practices could be beneficial for the organizations. Correlation analysis result indicated moderate positive correlation among knowledge creation, validation, presentation, distribution, application and competitive advantage of SMEs. Regression analysis results revealed that of knowledge distribution was the only significant determinant of competitive advantage of SMEs.   Research Implications:  The findings could be beneficial to SMEs to share and manage tacit and explicit knowledge and information effectively within their entity to achieve competitive advantage. Organizational learning will help them to enhance their decision-making process more effectively. The smooth and accelerate access to information and knowledge and manages to engage in work will be bonuses of having a good Knowledge Management Practices in the society. Limitations: The study was conducted based on the sample of SMEs in Colombo District, as in Colombo area population is relatively high and it is the business hub of Sri Lanka. Generalizability of the findings might be restricted.

scholarly journals The Framework of Knowledge Creation for Online Learning Environments

2004 ◽  
Vol 30 (1) ◽  
Author(s):  
Hsiu-Mei Huang ◽  
Shu-Sheng Liaw
Keyword(s):  
Knowledge Management ◽  
Online Learning ◽  
Learning Environments ◽  
Knowledge Creation ◽  
Global Economy ◽  
Management Practices ◽  
Business Practices ◽  
Online Learning Environments ◽  
Codified Knowledge ◽  
Knowledge Management Practices

Abstract: In today’s competitive global economy characterized by knowledge acquisition, the concept of knowledge management has become increasingly prevalent in academic and business practices. Knowledge creation is an important factor and remains a source of competitive advantage over knowledge management. Information technology facilitates knowledge management practices by disseminating knowledge and making codified knowledge retrievable. Thus, this paper proposes a framework of knowledge creation in online learning environments. In addition, the features and issues of knowledge creation in these environments are discussed.

Knowledge Management Practices and Project Performance in Tharaka Nithi County, Kenya

2020 ◽  
Vol 2 (4) ◽  
pp. 1-15
Author(s):  
Grace Syontheke Mburia ◽  
Shadrack Bett
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Knowledge Acquisition ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Management Practices ◽  
Project Performance ◽  
Primary Data ◽  
Moderate Pace ◽  
Knowledge Management Practices

Public infrastructure projects have taken a moderate pace since freedom. The records from the Kenya government 2014 on vision 2030 towards an internationally serious and prosperous Kenya demonstrate that the moderate pace in execution of open foundation ventures has prompted unsatisfactory street systems; under normalized open pleasantries; non network of the national matrix line to mechanical expected regions; inadequate relief measures in agrarian territories; and ruined motorization of the once serious enterprises that are going under. A major problem facing county governments is how to maximize on knowledge management in project management. The main objective of this study is to determine the effect of knowledge management practices on project performance in Tharaka Nithi County, Kenya. The study sets out to determine the effect of knowledge creation, knowledge sharing, knowledge acquisition and knowledge storage on project performance in Tharaka Nithi County, Kenya. The study was anchored on Knowledge-Based View Theory the Resource-Based Theory and the Organization Learning Theory. The study adopted cross sectional, explanatory and descriptive research designs targeting 120 management staff and employees of Tharaka Nithi County. A census study of all the targeted staff was carried out. Primary data was collected using structured questionnaire. The questionnaires were piloted with 12 staff from the neighboring Embu County to determine their return rate. The study used multiple regression analysis, frequencies, bar graphs, means and standard deviation measures. The study established that knowledge sharing influence project performance in Tharaka Nithi County. The study found that knowledge acquisition influences project performance in Tharaka Nithi County to a great extent. The study found that knowledge acquisition influences project performance in Tharaka Nithi County to a great. The study concludes that knowledge creation has a positive and significant influence on project performance in Tharaka Nithi County.The study will be used by project management team in other counties as it will help in formulation of proper knowledge management practices that promote effective project delivery.

Impact of Knowledge Management Practices on Task Knowledge

2013 ◽  
pp. 282-301 ◽  
Author(s):  
Shahnawaz Muhammed ◽  
William J. Doll ◽  
Xiaodong Deng
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Management Practices ◽  
Organizational Knowledge ◽  
Work Processes ◽  
Task Knowledge ◽  
Individual Level ◽  
Knowledge Management Practices ◽  
The Individual

Organizational level studies of knowledge management have been hampered by the lack of measures of individual level knowledge management practices and outcomes that can be used as success criteria to determine whether, or to what degree, specific organizational knowledge management practices enhance individual knowledge creation, sharing, and application at the individual level. This paper explores how the knowledge management practices of individuals are related to the task knowledge they use to complete their work processes. The measures presented can be used as one way to evaluate the success of organizational knowledge management practices. Specifically, the paper explores the individual practices of knowledge creation, knowledge sharing, and knowledge application and how these practices are related to the task knowledge (conceptual, contextual, and operational knowledge) of individuals. A model of the relationships among knowledge management practices and task knowledge components is proposed and tested. Structural equation modeling is used. Results suggest that engaging in knowledge creation enhances an individual’s task knowledge through the practices of sharing and applying knowledge. Knowledge sharing and application enhance operational knowledge indirectly through changes in conceptual and contextual knowledge.

A Dynamic Perspective on Knowledge Creation in Virtual Teams - In a Search for New Insights

2011 ◽  
pp. 138-152
Author(s):  
Violina Ratcheva
Keyword(s):  
Knowledge Management ◽  
Virtual Teams ◽  
Knowledge Creation ◽  
Management Practices ◽  
Virtual Team ◽  
Complex Interaction ◽  
New Knowledge ◽  
Unique Nature ◽  
Dynamic Perspective ◽  
Knowledge Management Practices

Virtual teams have been defined as teams of self managed knowledge workers, linked by information technology to share skills, costs and access to each other’s markets. The key purpose of such teams is “new knowledge creation,” an in-depth understanding of which can only be developed in the context of the complex interaction processes involved. The focus of this study, therefore, is the dynamics of organising social activities in which knowledge is embedded. The chapter aims to contribute to the debate about the unique nature of the knowledge creation processes in virtual partnerships by offering an integrated view on knowledge management and inter-organisational interaction and communication patterns in virtual teams being a powerful combination for the future of knowledge management practices. The chapter presents an initial conceptual framework of knowledge creation in virtual partnerships, which builds on recent research studies and theoretical developments in virtual team dynamics, knowledge networking and biological phenomenology.

Impact of Knowledge Management Practices on Task Knowledge

2011 ◽  
Vol 7 (4) ◽  
pp. 1-21 ◽  
Author(s):  
Shahnawaz Muhammed ◽  
William J. Doll ◽  
Xiaodong Deng
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Management Practices ◽  
Organizational Knowledge ◽  
Equation Modeling ◽  
Task Knowledge ◽  
Individual Level ◽  
Knowledge Management Practices ◽  
The Individual

Organizational level studies of knowledge management have been hampered by the lack of measures of individual level knowledge management practices and outcomes that can be used as success criteria to determine whether, or to what degree, specific organizational knowledge management practices enhance individual knowledge creation, sharing, and application at the individual level. This paper explores how the knowledge management practices of individuals are related to the task knowledge they use to complete their work processes. The measures presented can be used as one way to evaluate the success of organizational knowledge management practices. Specifically, the paper explores the individual practices of knowledge creation, knowledge sharing, and knowledge application and how these practices are related to the task knowledge (conceptual, contextual, and operational knowledge) of individuals. A model of the relationships among knowledge management practices and task knowledge components is proposed and tested. Structural equation modeling is used. Results suggest that engaging in knowledge creation enhances an individual’s task knowledge through the practices of sharing and applying knowledge. Knowledge sharing and application enhance operational knowledge indirectly through changes in conceptual and contextual knowledge.

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