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Purpose-The purpose of this paper is to present evidence of how different domains of knowledge (basic, experiential, emotional and innovative knowledge) relate to knowledge conversion processes (socialization, externalization, combination and internalization) in the firm. Design/methodology/approach-Confirmatory principal component analyses were performed on knowledge domain and knowledge conversion variables. Path analyses, based on stepwise multiple regressions, were performed in order to determine the strength and directionality of the relationships between the four processes of knowledge conversion and the four knowledge domains. Findings-The results indicate that knowledge based on experience impacts the conversion of tacit knowledge within an organization, leading to innovative knowledge and competitive advantage. Emotional knowledge impacts the knowledge conversion process similarly. Only basic knowledge impacts the explicit components of combination. Research limitations/implications-First, the results of this study are drawn from a fairly large sample in only one firm, and hence, one industry. Not all of the middle managers who participated in this study are equally familiar with knowledge creation and dissemination within their organization. Practical implications-The results suggest that investing in basic training of employees and managers in order to reach a basal level of knowledge can act as a precursor to fuel other types of knowledge conversion as well as the innovative and experiential knowledge domains. Originality/value-Past research has not examined how the domains of knowledge (the content) are related to the conversion of knowledge. In addition, little research in the area of knowledge conversion has taken place in a European setting. This paper addresses the deficits.

Purpose -This research aims to examine differences in male and female tacit knowledge conversion behaviours in Japan, essentially marrying the studies from knowledge creation and gender-based management in an Asian context. Design/methodology/approach -Data are collected from a sample of 986 junior, middle and senior level managers in a Japanese firm, of which 14 per cent are women, examining socialisation variables from Nonaka's SECI model. Findings -The study finds that female managers in Japan believe they attach more importance and perceive that they allocate more time to tacit knowledge socialisation variables than do males for all of the variables in question, although they rank the importance of the variables in much the same way.Research implications/implications -The study concludes that Kingston may be correct in his description of a "demographic time bomb" in Japanese society, as women begin to undertake similar management behaviours as men. Practical implications -Women focus on or show a preference for using certain types of information while men may focus on or show a preference for using different types of information. As more women move into middle and upper management in Japan, firms that better meet the needs and focus upon opportunities for women will be able to take advantage of the diversity these individuals bring to an organisation. Originality/value -Because women are so sparse in Japanese management, few studies have examined their preferences and behaviours. This study gives us a window into the future of how women may act as their numbers increase in Japanese organisations.

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