This paper proposes a paradigm for managing the dynamic aspects of organizational knowledge creating processes. Its central theme is that organizational knowledge is created through a continuous dialogue between tacit and explicit knowledge. The nature of this dialogue is examined and four patterns of interaction involving tacit and explicit knowledge are identified. It is argued that while new knowledge is developed by individuals, organizations play a critical role in articulating and amplifying that knowledge. A theoretical framework is developed which provides an analytical perspective on the constituent dimensions of knowledge creation. This framework is then applied in two operational models for facilitating the dynamic creation of appropriate organizational knowledge.

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A Dynamic Theory of Organizational Knowledge Creation

Scholars of the theory of the firm have begun to emphasize the sources and conditions of what has been described as “the organizational advantage,” rather than focus on the causes and consequences of market failure. Typically, researchers see such organizational advantage as accruing from the particular capabilities organizations have for creating and sharing knowledge. In this article we seek to contribute to this body of work by developing the following arguments: (1) social capital facilitates the creation of new intellectual capital; (2) organizations, as institutional settings, are conducive to the development of high levels of social capital; and (3) it is because of their more dense social capital that firms, within certain limits, have an advantage over markets in creating and sharing intellectual capital. We present a model that incorporates this overall argument in the form of a series of hypothesized relationships between different dimensions of social capital and the main mechanisms and proces...

https://www.jstor.org/stable/pdfplus/259373.pdf

Social Capital, Intellectual Capital, and the Organizational Advantage

This paper focuses on dynamic capabilities and, more generally, the resource-based view of the firm. We argue that dynamic capabilities are a set of specific and identifiable processes such as product development, strategic decision making, and alliancing. They are neither vague nor tautological. Although dynamic capabilities are idiosyncratic in their details and path dependent in their emergence, they have significant commonalities across firms (popularly termed ‘best practice’). This suggests that they are more homogeneous, fungible, equifinal, and substitutable than is usually assumed. In moderately dynamic markets, dynamic capabilities resemble the traditional conception of routines. They are detailed, analytic, stable processes with predictable outcomes. In contrast, in high-velocity markets, they are simple, highly experiential and fragile processes with unpredictable outcomes. Finally, well-known learning mechanisms guide the evolution of dynamic capabilities. In moderately dynamic markets, the evolutionary emphasis is on variation. In high-velocity markets, it is on selection. At the level of RBV, we conclude that traditional RBV misidentifies the locus of long-term competitive advantage in dynamic markets, overemphasizes the strategic logic of leverage, and reaches a boundary condition in high-velocity markets. Copyright © 2000 John Wiley & Sons, Ltd.

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Dynamic capabilities, what are they?

Given assumptions about the characteristics of knowledge and the knowledge requirements of production, the firm is conceptualized as an institution for integrating knowledge. The primary contribution of the paper is in exploring the coordination mechanisms through which firms integrate the specialist knowledge of their members. In contrast to earlier literature, knowledge is viewed as residing within the individual, and the primary role of the organization is knowledge application rather than knowledge creation. The resulting theory has implications for the basis of organizational capability, the principles of organization design (in particular, the analysis of hierarchy and the distribution of decision-making authority), and the determinants of the horizontal and vertical boundaries of the firm. More generally, the knowledge-based approach sheds new light upon current organizational innovations and trends and has far-reaching implications for management practice.

Toward a Knowledge-Based Theory of the Firm,” Strategic Management Journal (17), pp.

https://memberfiles.freewebs.com/84/90/65819084/documents/TOWARD%20A%20KNOWLEDGE-BASED%20THEORY%20OF%20THE.pdf

Toward a Knowledge-Based Theory of the Firm

Japanese companies, masters of manufacturing, have also been leaders in the creation, management, and use of knowledge-especially the tacit and often subjective insights, intuitions, and ideas of employees.

/pdf/the-knowledge-creating-company-2x7jo3ut4x.pdf

The Knowledge Creating Company

เมอพดถงหนงสอท เกยวกบการจดการความรแลวนน คนทอยแวดวง การจดการความรยอมตองรจกหนงสอเลมหนงซงนบไดวาเปนหนงสอคลาสสคทม ผอานและอางองเปนจานวนมาก หนงสอเลมนมชอวา The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation ซงเขยนโดย Ikujiro Nonaka และ Hirotaka Takeuchi สองนกเขยนชาวแดนอาทตย อทย แมวาจะเขยนตงแตป 2538 แตกนบไดวาเปนหนงสอทมคณคาทางวชาการและ มความนาสนใจมากเลมหนง Nonaka และ Takeuchi นนไดกลาวเกยวกบการสรางความรในองคกร ธรกจโดยยกตวอยางบรษทในญปนหลายบรษท เชน ฮอนดา มตซชตะ แคนนอน นสสน เอนอซ เปนตน ในหนงสอเลมนพวกเขาไดเรมจากการกลาวถงความรในฐานะ ทเปนทรพยากรทสาคญตอการสรางความไดเปรยบในการแขงขนขององคกร มการ อางองถงการนยามความหมายของคาวาความรทนกวชาการตางๆ ไดกาหนดไว นอกจากนยงมการนาเสนอทฤษฎการสรางความรองคกร การสรางความรองคกรใน อดศร ณ อบล * Adisorn Na Ubon The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation

The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation

This article introduces the Japanese concept of "Ba" to organizational theory. Ba (equivalent to "place" in English) is a shared space for emerging relationships. It can be a physical, virtual, or mental space. Knowledge, in contrast to information, cannot be separated from the context—it is embedded in ba. To support the process of knowledge creation, a foundation in ba is required. This article develops and explains four specific platforms and their relationships to knowledge creation. Each of the knowledge conversion modes is promoted by a specific ba. A self-transcending process of knowledge creation can be supported by providing ba on different organizational levels. This article presents case studies of three companies that employ ba on the team, division, and corporate level to enhance knowledge creation.

http://erdos.csie.ncnu.edu.tw/~chuang/KMPapers/R1_4.pdf

Ikujiro Nonaka

Papers

A Dynamic Theory of Organizational Knowledge Creation

The Knowledge Creating Company

The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation

The Concept of "Ba": Building a Foundation for Knowledge Creation

SECI, Ba and Leadership: a Unified Model of Dynamic Knowledge Creation