The Knowledge-Creating Company

Nonaka, Ikujiro

doi:10.1016/b978-0-7506-7009-8.50016-1

Cited by 7,980 publications

(9,893 citation statements)

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“…The existence of FigShare suggests that quite a bit of knowledge is associated with a research project that never gets published. In the same way, one proposition is that the creation of a new team identity involves group-level tacit knowledge, which is said to be co-created through social interactions [25], and cannot be mandated by one "side" or the other, as was the case in the IKT case study conducted by one of us (CNW) that found that an online "community of interest" built by the research team at the request of knowledge users, was never really used [26]. However, many of the relationships developed throughout that IKT process, now almost a decade old, continue to this day, and as new projects and results arise, this existing network is an invaluable resource for timely and targeted knowledge-sharing.…”

Section: Introductionmentioning

confidence: 99%

A critical second look at integrated knowledge translation

2013

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Integrated knowledge translation (IKT) requires active collaboration between researchers and the ultimate users of knowledge throughout a research process, and is being aggressively positioned as an essential strategy to address the problem of underutilization of research-derived knowledge. The purpose of this commentary is to assist potential "knowledge users", particularly those working in policy or service settings, by highlighting some of the more nuanced benefits of the IKT model, as well as some of its potential costs. Actionable outcomes may not be immediately (or ever) forthcoming, but the process of collaboration can result in group-level identity transformation that permits access to different professional perspectives as well as, we suggest, added organizational and social value. As well, the IKT approach provides space for the re-balancing of what is considered "expertise". We offer this paper to help practitioners, administrators and policymakers more realistically assess the potential benefits and costs of engaging in IKT-oriented research.3

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Section: Introductionmentioning

confidence: 99%

A critical second look at integrated knowledge translation

2013

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“…In the 1980s and 1990s, management philosophies from Japan, such as kaizen or theory Z (Ouchi, 1981) had a significant influence on Western management theory, for example serving the basis for the development of the knowledge-based view of the firm and studies of innovation (Nonaka and Takeuchi, 1995). More recent research in China has produced a promising stream of research focusing on mechanisms of guanxi (Luo, Huang, and Wang, 2012), yin/yang (Fang, 2012) and the teachings of Confucius (Shapiro and Li, 2016), which have aimed to challenge established theories of networks, trust-building and change (Chen, Chen and Huang, 2013;Park and Luo, 2001;Xin and Pearce, 1996).…”

Section: Building New Theories Based On Alternative Paradigms Of Socialmentioning

confidence: 99%

Africa Business Research as a Laboratory for Theory-Building: Extreme Conditions, New Phenomena, and Alternative Paradigms of Social Relationships

2017

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Abstract:Africa is an increasingly important business context, yet we still know very little about it. We review the challenges and opportunities that firms in Africa face and propose that these can serve as the basis for extending current theories and models of the firm. We do so by challenging some of the implicit assumptions and stereotypes on firms in Africa and proposing three avenues for extending theories. One is taking the extreme conditions of some Africa countries and using them as a laboratory for modifying current theories and models of the firm, as we illustrate in the case of institutional theory and the resource-based view. A second one is identifying new themes that arise from analyzing firms in Africa and their contexts of operation, and we discuss four themes: migrating multinationals and the meaning of home country, diaspora networks within and across countries, a recasting of cultural and institutional distance, and new hybrid organizational forms. A third one is developing new theories based on alternative paradigms of social relationships that have emerged in Africa that differ from those underpinning existing theories of the firm, such as kgotla and its view of community-based relationships or ubuntu and its humanizing view of relationships.

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“…Nonaka and Takeuchi ( [11] p. 61), who were instrumental in popularizing the concept of tacit knowledge in management studies during the 1990's, aptly describe tacit knowledge and explicit knowledge as inseparable from one another: "tacit knowledge and explicit knowledge are not totally separate but mutually complementary entities". This is in line with Polanyi's ( [16], p. 195) own words "all knowledge is either tacit or rooted in tacit knowledge".…”

Section: Understanding Tacit Knowledgementioning

confidence: 99%

“…According to Nonaka and Takeuchi [11], knowledge is created and expanded through social interaction between tacit knowledge and explicit, whereby "the explanation of how Japanese companies create new knowledge boils down to the conversion of tacit knowledge to explicit knowledge" [11, p. 12]. Along these lines, "for tacit knowledge to be communicated and shared within the organization, it has to be converted into words or numbers that anyone can understand.…”

Section: Can It Be Converted To Explicit Knowledge?mentioning

confidence: 99%