The Experts below are selected from a list of 31314 Experts worldwide ranked by ideXlab platform
Ikujiro Nonaka - One of the best experts on this subject based on the ideXlab platform.
-
leadership in organizational Knowledge Creation a review and framework
Journal of Management Studies, 2012Co-Authors: Georg Von Krogh, Ikujiro Nonaka, Lise RechsteinerAbstract:Organizational Knowledge Creation integrates context, Knowledge assets, and Knowledge Creation processes throughout the organization. Using organizational Knowledge Creation Theory as an organizing framework, we conduct a literature review that shows prior work has focused on the role of central, upper‐echelon, leadership in Knowledge Creation processes, without devoting much attention to context and Knowledge assets. To remedy these weaknesses, we develop a new framework for situational leadership in organizational Knowledge Creation. The framework is based on a continuum that ranges from centralized to distributed leadership at three layers of activity: a core layer of local Knowledge Creation; a conditional layer that provides the resources and context for Knowledge Creation; and a structural layer that forms the overall frame and direction for Knowledge Creation in the organization. We discuss the implications of this framework for Theory and practice.
-
perspective tacit Knowledge and Knowledge conversion controversy and advancement in organizational Knowledge Creation Theory
Organization Science, 2009Co-Authors: Ikujiro Nonaka, Georg Von KroghAbstract:Nonaka's paper [1994. A dynamic Theory of organizational Knowledge Creation. Organ. Sci.5(1) 14--37] contributed to the concepts of “tacit Knowledge” and “Knowledge conversion” in organization science. We present work that shaped the development of organizational Knowledge Creation Theory and identify two premises upon which more than 15 years of extensive academic work has been conducted: (1) tacit and explicit Knowledge can be conceptually distinguished along a continuum; (2) Knowledge conversion explains, theoretically and empirically, the interaction between tacit and explicit Knowledge. Recently, scholars have raised several issues regarding the understanding of tacit Knowledge as well as the interaction between tacit and explicit Knowledge in the Theory. The purpose of this article is to introduce and comment on the debate about organizational Knowledge Creation Theory. We aim to help scholars make sense of this debate by synthesizing six fundamental questions on organizational Knowledge Creation Theory. Next, we seek to elaborate and advance the Theory by responding to questions and incorporating new research. Finally, we discuss implications of our endeavor for organization science.
-
the quality of group tacit Knowledge
Journal of Strategic Information Systems, 2008Co-Authors: Zeynep Erden, Georg Von Krogh, Ikujiro NonakaAbstract:Organizational Knowledge Creation Theory explains the process of making available and amplifying Knowledge created by individuals as well as crystallizing and connecting it to an organization's Knowledge system. What individuals get to know in their (working) lives benefits their colleagues and, eventually, the wider organization. In this article, we briefly review central elements in organizational Knowledge Creation Theory and show a research gap related to the quality of tacit Knowledge in a group. We advance organizational Knowledge Creation Theory by developing the concept of ''quality of group tacit Knowledge.'' Based on this concept, we further develop a comprehensive model explaining different levels of tacit Knowledge quality that a group can achieve. Finally, we discuss managerial implications resulting from our model and outline imperatives for future Theory building and empirical research.
-
NTT DoCoMo's launch of I-mode in the Japanese mobile phone market: A Knowledge Creation perspective
Journal of Management Studies, 2007Co-Authors: Vesa Peltokorpi, Ikujiro Nonaka, Mitsuru KodamaAbstract:While innovation and Knowledge Creation processes and context are interlinked in the real world, scholars frequently ignore or separate context from knowing due to an entrenched sense of ontological and analytical dualism. This paper builds on the organizational Knowledge Creation Theory (Nonaka, 1994) to provide a holistic view of contextual innovation and Knowledge Creation processes. The phenomenon is demonstrated by a longitudinal case description of i-mode mobile Internet innovation at NTT DoCoMo, a Japanese mobile communications company. This case explains how three key managers created and organized an interlinked system of shared contexts, called ba, that enabled the combination and open flow of diverse Knowledge and led to the Creation and launch of the i-mode mobile Internet, which unites novel technologies and services. Managerial implications and limitations are discussed.
-
Organizational Knowledge Creation Theory: Evolutionary paths and future advances
Organization Studies, 2006Co-Authors: Ikujiro Nonaka, Georg Von Krogh, Sven C. VoelpelAbstract:Organizational Knowledge Creation is the process of making available and amplifying Knowledge created by individuals as well as crystallizing and connecting it to an organization's Knowledge system. In other words, what individuals come to know in their (work-)life benefits their colleagues and, eventually, the larger organization. The Theory explaining this process — the organizational Knowledge Creation Theory — has developed rapidly in academia and been broadly diffused in management practice over the last 15 years. This article reviews the Theory's central elements and identifies the evolving paths taken by academic work that uses the Theory as a point of departure. The article furthermore proposes areas in which future research can advance the Theory of organizational Knowledge Creation.
Georg Von Krogh - One of the best experts on this subject based on the ideXlab platform.
-
Knowledge Creation in the eco-system: Research imperatives
European Management Journal, 2014Co-Authors: Georg Von Krogh, Nina GeilingerAbstract:Proponents of organizational Knowledge Creation Theory have long recognized the importance of “spaces” for Knowledge Creation within organizations and, recently, in the eco-system to which the organization belongs. We argue that while Knowledge Creation in virtual spaces, such as online communities, is well theorized and researched, there is still limited understanding of how a physical space enables or constrains Knowledge Creation. This gap in the literature is particularly obvious in terms of Knowledge Creation beyond organizational boundaries, such as how Knowledge flows informally in an eco-system of organizations in geographically proximate spaces. Based on a presentation of select relevant literature, we develop five research imperatives with the intention of reinvigorating the debate on physical space in organizational Knowledge Creation Theory.
-
perspective tacit Knowledge and Knowledge conversion controversy and advancement in organizational Knowledge Creation Theory
Organization Science, 2009Co-Authors: Ikujiro Nonaka, Georg Von KroghAbstract:Nonaka's paper [1994. A dynamic Theory of organizational Knowledge Creation. Organ. Sci.5(1) 14--37] contributed to the concepts of “tacit Knowledge” and “Knowledge conversion” in organization science. We present work that shaped the development of organizational Knowledge Creation Theory and identify two premises upon which more than 15 years of extensive academic work has been conducted: (1) tacit and explicit Knowledge can be conceptually distinguished along a continuum; (2) Knowledge conversion explains, theoretically and empirically, the interaction between tacit and explicit Knowledge. Recently, scholars have raised several issues regarding the understanding of tacit Knowledge as well as the interaction between tacit and explicit Knowledge in the Theory. The purpose of this article is to introduce and comment on the debate about organizational Knowledge Creation Theory. We aim to help scholars make sense of this debate by synthesizing six fundamental questions on organizational Knowledge Creation Theory. Next, we seek to elaborate and advance the Theory by responding to questions and incorporating new research. Finally, we discuss implications of our endeavor for organization science.
-
the quality of group tacit Knowledge
Journal of Strategic Information Systems, 2008Co-Authors: Zeynep Erden, Georg Von Krogh, Ikujiro NonakaAbstract:Organizational Knowledge Creation Theory explains the process of making available and amplifying Knowledge created by individuals as well as crystallizing and connecting it to an organization's Knowledge system. What individuals get to know in their (working) lives benefits their colleagues and, eventually, the wider organization. In this article, we briefly review central elements in organizational Knowledge Creation Theory and show a research gap related to the quality of tacit Knowledge in a group. We advance organizational Knowledge Creation Theory by developing the concept of ''quality of group tacit Knowledge.'' Based on this concept, we further develop a comprehensive model explaining different levels of tacit Knowledge quality that a group can achieve. Finally, we discuss managerial implications resulting from our model and outline imperatives for future Theory building and empirical research.
-
Organizational Knowledge Creation Theory: Evolutionary paths and future advances
Organization Studies, 2006Co-Authors: Ikujiro Nonaka, Georg Von Krogh, Sven C. VoelpelAbstract:Organizational Knowledge Creation is the process of making available and amplifying Knowledge created by individuals as well as crystallizing and connecting it to an organization's Knowledge system. In other words, what individuals come to know in their (work-)life benefits their colleagues and, eventually, the larger organization. The Theory explaining this process — the organizational Knowledge Creation Theory — has developed rapidly in academia and been broadly diffused in management practice over the last 15 years. This article reviews the Theory's central elements and identifies the evolving paths taken by academic work that uses the Theory as a point of departure. The article furthermore proposes areas in which future research can advance the Theory of organizational Knowledge Creation.
N Lundberg - One of the best experts on this subject based on the ideXlab platform.
-
Integrating learning contexts in a medical informatics program—preparing for the introduction of PACS
International Journal of Medical Informatics, 1998Co-Authors: N LundbergAbstract:Abstract This paper analyzes the possibilities to extend learning contexts within a one-year medical informatics educational program (MIP) at a Radiology Department in Sweden1My deepest gratitude's to Dr. Stefan Sallerfors, who supported this project within his department. 1 . The MIP was carried out within a theoretical framework based upon the integration of four learning contexts, which were inspired by Nonaka's Theory of organizational Knowledge Creation. A summary of organizational Knowledge Creation Theory and the ideas behind the learning contexts are presented. The main objective of the study was to investigate what would be the major benefits from the use of various learning contexts in a one-year medical informatics program? The MIP was found to form a basis for better learning conditions by increasing the flexibility, accommodating greater numbers of students as well as offering better possibilities for continuous learning. Evaluation of the MIP revealed that 98% of radiology department staff as compared to 39% of the intensive care unit staff, who had followed the hospital routine program, felt competent enough to independently use the functions of a new medical system. Although there are good reason to believe that the superior confidence for information technology (IT) is due to the integration of learning contexts, it can not be excluded that it may be due to other reasons also.
-
Integrating learning contexts in a medical informatics program--preparing for the introduction of PACS.
International journal of medical informatics, 1998Co-Authors: N LundbergAbstract:This paper analyzes the possibilities to extend learning contexts within a one-year medical informatics educational program (MIP) at a Radiology Department in Sweden. The MIP was carried out within a theoretical framework based upon the integration of four learning contexts, which were inspired by Nonaka's Theory of organizational Knowledge Creation. A summary of organizational Knowledge Creation Theory and the ideas behind the learning contexts are presented. The main objective of the study was to investigate what would be the major benefits from the use of various learning contexts in a one-year medical informatics program? The MIP was found to form a basis for better learning conditions by increasing the flexibility, accommodating greater numbers of students as well as offering better possibilities for continuous learning. Evaluation of the MIP revealed that 98% of radiology department staff as compared to 39% of the intensive care unit staff, who had followed the hospital routine program, felt competent enough to independently use the functions of a new medical system. Although there are good reason to believe that the superior confidence for information technology (IT) is due to the integration of learning contexts, it can not be excluded that it may be due to other reasons also.
Noboru Konno - One of the best experts on this subject based on the ideXlab platform.
-
Revisiting the ‘Knowledge Creating Firm’ in the ‘Post-Capitalist Society’ Context
Towards Organizational Knowledge, 2013Co-Authors: Noboru KonnoAbstract:This essay contributes to Dr. Ikujiro Nonaka’s Knowledge Creation Theory and in particular what Peter Ducker termed a Theory for a post-capitalist society. The following four sections look back over thirty years from the beginning of the Japan miracle and current management Theory as the development of the Knowledge Creation Theory. It concludes with the author’s proposal of ‘purpose engineering’.
-
Organizational Knowledge Creation Theory: A first comprehensive test
International Business Review, 1994Co-Authors: Ikujiro Nonaka, Philippe Byosiere, Chester C. Borucki, Noboru KonnoAbstract:Confirmatory factor analyses were conducted to test Nonaka's ((1994) Organization Science, Vol. 5, No. 1, pp. 14-37) a priori model of organizational Knowledge Creation with data collected from 105 Japanese middle managers. The results provide strong support for viewing organizational Knowledge Creation as a higher-order construct comprised of four Knowledge conversion processes: socialization, externalization, combination, and internalization.
Zeynep Erden - One of the best experts on this subject based on the ideXlab platform.
-
the quality of group tacit Knowledge
Journal of Strategic Information Systems, 2008Co-Authors: Zeynep Erden, Georg Von Krogh, Ikujiro NonakaAbstract:Organizational Knowledge Creation Theory explains the process of making available and amplifying Knowledge created by individuals as well as crystallizing and connecting it to an organization's Knowledge system. What individuals get to know in their (working) lives benefits their colleagues and, eventually, the wider organization. In this article, we briefly review central elements in organizational Knowledge Creation Theory and show a research gap related to the quality of tacit Knowledge in a group. We advance organizational Knowledge Creation Theory by developing the concept of ''quality of group tacit Knowledge.'' Based on this concept, we further develop a comprehensive model explaining different levels of tacit Knowledge quality that a group can achieve. Finally, we discuss managerial implications resulting from our model and outline imperatives for future Theory building and empirical research.
