Maturity and level of knowledge management in the company: an application of Nonaka and Takeuchi model and Fuzzy Logic

Arantes, Lídia Silveira; Martinelli, Orlando; Viegas, Thales de Oliveira Costa; Rohenkoh, Júlio Eduardo

doi:10.1590/1806-9649-2020v28e5305

Cited by 5 publications

(3 citation statements)

References 20 publications

(29 reference statements)

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“…We did 12 questions: 4 related to general data and 8 related to the SECI dimensions based on the study by Arantes and colleagues and Gonzalez and colleagues [7,12]. In addition, the questions were reworded to make them easier to understand for all company's employees, who had different levels of education.…”

Section: Methodsmentioning

confidence: 99%

“…Personal knowledge emerges from information, interpretation, reflection, and experience in a particular situation. The personal knowledge (explicit and tacit) must be externalized to create organizational knowledge [7]. Knowledge creation is a synthesizing process by which individuals interact with each other in the organization (internal), external individuals, and the environment (external) to transcend emerging contradictions that the organization faces [8].…”

Section: Introductionmentioning

confidence: 99%

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Knowledge Management: A Case Study in a Construction Company

Júnior¹,

Miranda²,

Hausner³

et al. 2023

JBTH

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Knowledge management and innovation are important for organizational environments, acting as a strategy to maintain and improve competitiveness. This article evaluates, in an exploratory study, knowledge management in a medium-sized company. To this end, a systematic literature review and a qualitative interview with fourteen employees of a medium-sized company in the construction industry were conducted. The questionnaires were applied remotely to employees with leadership positions and direct labor from the company. The results showed that, although it was evident that the company follows management principles that tangent dimensions of the SECI Model, there is an opportunity for improvement in the internalization and combination dimensions.

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Section: Methodsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Knowledge Management: A Case Study in a Construction Company

Júnior¹,

Miranda²,

Hausner³

et al. 2023

JBTH

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“…Nonaka, Toyama, & Konno, 2000). Sharing and externalizing personal knowledge help in creating and developing organizational level knowledge (Arantes, Martinelli Junior, Viegas, & Rohenkoh, 2021). In the organizational world, the engine of knowledge creation passes through a four stage conversion process, as per Nonaka's SECI model figured below: According to l. Nonaka, Takeuchi, and Umemoto (1996), the vision of the organization and the culture of the organization are the bedrock of knowledge from which comes tacit knowledge, whereas, on the other hand, technology provides explicit knowledge of the organization.…”

Section: Knowledge Conversionmentioning

confidence: 99%

Development Of Nonaka's Thought: A Critical Review

Abbas,

Yazdani,

Hameed

2024

Pak. J. Humanit. Soc. Sci

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By focusing upon Nonaka's thought in his theory of knowledge creation, this paper presents relevant literature with critical evaluation and describes the dual nature of human knowledge (implicit and explicit). By the definition of Polanyi, explicit knowledge becomes the focus of attention, covering human skills and experiences. We infer that human values and human knowledge are inseparable companions. This leads us to re-examine the conversion of knowledge. Thus, epistemology and knowledge conversion came into the purview of organizational knowledge creation theory, where Nonaka made an unprecedented contribution. Different research papers of Nonaka, along with the book 'The Knowledge-Creating Company' have been used as a main source for this study along with the rich insights of other KM scholarship. This study will help in understanding the evolution of Nonaka's thought as well as the evolving path taken by the organizational knowledge creation theory, especially with reference to Nonaka's contribution.

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Motivation and Barriers for Organisational Learning in Tourism Businesses at the Threshold of a New Era

Kakarougkas,

Stavrinoudis,

Belias

2024

Organizational Behavior and Human Resource Management for Complex Work Environments

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To overcome the challenges of the contemporary business environment, tourism businesses must implement transformative changes in their human resource management. Acquiring appropriate skills and attitudes through in-house education and training programs is crucial for employees to adapt to these changes. However, there are forces within businesses that prevent employees from participating in education and training programs. To overcome these forces, tourism businesses should reinforce countervailing forces to motivate employees to learn. This chapter uses force field analysis to highlight the motivation and strategies that can play a role in strengthening the willingness of tourism business's employees to learn while overcoming the forces that reinforce their refusal to participate in in-house training. The chapter provides a new codification of earlier research on the motivation for learning, facilitating managers of tourism businesses to make decisions regarding human resources training.

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Maturity and level of knowledge management in the company: an application of Nonaka and Takeuchi model and Fuzzy Logic

Cited by 5 publications

References 20 publications

Knowledge Management: A Case Study in a Construction Company

Knowledge Management: A Case Study in a Construction Company

Development Of Nonaka's Thought: A Critical Review

Motivation and Barriers for Organisational Learning in Tourism Businesses at the Threshold of a New Era

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