The Experts below are selected from a list of 360 Experts worldwide ranked by ideXlab platform
Ikujiro Nonaka - One of the best experts on this subject based on the ideXlab platform.
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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.
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Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation
Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation, 2011Co-Authors: Georg Von Krogh, Kazuo Ichijo, Ikujiro NonakaAbstract:When The Knowledge-Creating Company ( nearly 40,000 copies sold) appeared, it was hailed as a landmark work in the field of Knowledge management. Now, Enabling Knowledge Creation ventures even further into this all-important territory, showing how firms can generate and nurture ideas by using the concepts introduced in the first book.Weaving together lessons from such international leaders as Siemens, Unilever, Skandia, and Sony, along with their own first-hand consulting experiences, the authors introduce Knowledge enabling--the overall set of organizational activities that promote Knowledge Creation--and demonstrate its power to transform an organization's Knowledge into value-creating actions. They describe the five key "Knowledge enablers" and outline what it takes to instill a Knowledge vision, manage conversations, mobilize Knowledge activists, create the right context for Knowledge Creation, and globalize local Knowledge.The authors stress that Knowledge Creation must be more than the exclusive purview of one individual--or designated "Knowledge" officer. Indeed, it demands new roles and responsibilities for everyone in the organization--from the elite in the executive suite to the frontline workers on the shop floor. Whether an activist, a caring expert, or a corporate epistemologist who focuses on the theory of Knowledge itself, everyone in an organization has a vital role to play in making "care" an integral part of the everyday experience; in supporting, nurturing, and encouraging microcommunities of innovation and fun; and in creating a shared space where Knowledge is created, exchanged, and used for sustained, competitive advantage.This much-anticipated sequel puts practical tools into the hands of managers and executives who are struggling to unleash the power of Knowledge in their organization.
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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.
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Organizational Knowledge Creation theory: Evolutionary paths and future advances
Organization Studies, 2006Co-Authors: Ikujiro Nonaka, 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.
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the Knowledge creating theory revisited Knowledge Creation as a synthesizing process
Knowledge Management Research & Practice, 2003Co-Authors: Ikujiro Nonaka, Ryoko ToyamaAbstract:This paper is a part of our attempt to build a new Knowledge-based theory of the firm and organization to explain the dynamic process of Knowledge Creation and utilization. For this, we revisit the theory of Knowledge Creation through the SECI process and ba, and try to advance them further by incorporating the dialectic thinking. In this paper, Knowledge Creation is conceptualized as a dialectical process, in which various contradictions are synthesized through dynamic interactions among individuals, the organization, and the environment. With the view of a firm as a dialectic being, and strategy and organization should be re-examined as the synthesizing and selftranscending process instead of a logical analysis of structure or action. An organization is not an information-processing machine that is composed of small tasks to carry out a given task, but an organic configuration of ba. Ba, which is conceptualized as a shared context in motion, can transcend time, space, and organization boundaries to create Knowledge.
Jerker Moodysson - One of the best experts on this subject based on the ideXlab platform.
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principles and practices of Knowledge Creation on the organization of buzz and pipelines in life science communities
Economic Geography, 2009Co-Authors: Jerker MoodyssonAbstract:This article links up with the debate in economic geography on “local buzz” and “global pipelines” as two distinct forms of interactive Knowledge Creation among firms and related actors and argues for a rethinking of the way social scientists should approach interactive Knowledge Creation. It highlights the importance of combining the insights from studies of clusters and innovation systems with an activity-oriented approach in which more attention is paid to the specific characteristics of the innovation processes and the conditions underpinning their organization. To illustrate the applicability and added value of such an alternative approach, the notion of embeddedness is linked with some basic ideas adopted from the literature on Knowledge communities. The framework is then applied to a study of innovation activities conducted by firms and academic research groups working with biotechnology-related applications in the Swedish part of the Medicon Valley life science region. The findings reveal that local buzz is largely absent in these types of activities. Most interactive Knowledge Creation, which appears to be spontaneous and unregulated, is, on closer examination, found safely embedded in globally configured professional Knowledge communities and attainable only by those who qualify.
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explaining spatial patterns of innovation analytical and synthetic modes of Knowledge Creation in the medicon valley life science cluster
Environment and Planning A, 2008Co-Authors: Jerker Moodysson, Lars Coenen, Bjørn T. AsheimAbstract:The authors address the dichotomy around ‘proximate’ and ‘distant’ learning processes by looking specifically at the characteristics of the Knowledge-Creation process. By way of suggesting an alternative conceptualization to the well-known tacit–codified Knowledge dichotomy they propose a distinction between ‘analytical’ and ‘synthetic’ modes of Knowledge Creation. Analytical Knowledge Creation refers to the understanding and explaining of features of the (natural) world. Synthetic Knowledge Creation refers to the design or construction of something to attain functional goals. By applying this framework to qualitative empirics from the Medicon Valley life-science cluster, the authors demonstrate the complementarity of globally distributed analytical Knowledge Creation and locally oriented synthetic Knowledge Creation.
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explaining spatial patterns of innovation analytical and synthetic modes of Knowledge Creation in the medicon valley life science cluster
Environment and Planning A, 2008Co-Authors: Jerker Moodysson, Lars Coenen, Bjørn T. AsheimAbstract:The authors address the dichotomy around 'proximate' and 'distant' learning processes by looking specifically at the characteristics of the Knowledge-Creation process. By way of suggesting an alternative conceptualization to the well-known tacit-codified Knowledge dichotomy, they propose a distinction between 'analytical' and 'synthetic' modes of Knowledge Creation. Analytical Knowledge Creation refers to the understanding and explaining of features of the (natural) world. Synthetic Knowledge Creation refers to the design or construction of something to attain functional goals. By applying this framework to qualitative empirics from the Medicon Valley life-science cluster, the authors demonstrate the complementarity of globally distributed analytical Knowledge Creation and locally oriented synthetic Knowledge Creation. (Less)
Bjørn T. Asheim - One of the best experts on this subject based on the ideXlab platform.
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explaining spatial patterns of innovation analytical and synthetic modes of Knowledge Creation in the medicon valley life science cluster
Environment and Planning A, 2008Co-Authors: Jerker Moodysson, Lars Coenen, Bjørn T. AsheimAbstract:The authors address the dichotomy around ‘proximate’ and ‘distant’ learning processes by looking specifically at the characteristics of the Knowledge-Creation process. By way of suggesting an alternative conceptualization to the well-known tacit–codified Knowledge dichotomy they propose a distinction between ‘analytical’ and ‘synthetic’ modes of Knowledge Creation. Analytical Knowledge Creation refers to the understanding and explaining of features of the (natural) world. Synthetic Knowledge Creation refers to the design or construction of something to attain functional goals. By applying this framework to qualitative empirics from the Medicon Valley life-science cluster, the authors demonstrate the complementarity of globally distributed analytical Knowledge Creation and locally oriented synthetic Knowledge Creation.
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explaining spatial patterns of innovation analytical and synthetic modes of Knowledge Creation in the medicon valley life science cluster
Environment and Planning A, 2008Co-Authors: Jerker Moodysson, Lars Coenen, Bjørn T. AsheimAbstract:The authors address the dichotomy around 'proximate' and 'distant' learning processes by looking specifically at the characteristics of the Knowledge-Creation process. By way of suggesting an alternative conceptualization to the well-known tacit-codified Knowledge dichotomy, they propose a distinction between 'analytical' and 'synthetic' modes of Knowledge Creation. Analytical Knowledge Creation refers to the understanding and explaining of features of the (natural) world. Synthetic Knowledge Creation refers to the design or construction of something to attain functional goals. By applying this framework to qualitative empirics from the Medicon Valley life-science cluster, the authors demonstrate the complementarity of globally distributed analytical Knowledge Creation and locally oriented synthetic Knowledge Creation. (Less)
Georg Von Krogh - One of the best experts on this subject based on the ideXlab platform.
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Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation
Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation, 2011Co-Authors: Georg Von Krogh, Kazuo Ichijo, Ikujiro NonakaAbstract:When The Knowledge-Creating Company ( nearly 40,000 copies sold) appeared, it was hailed as a landmark work in the field of Knowledge management. Now, Enabling Knowledge Creation ventures even further into this all-important territory, showing how firms can generate and nurture ideas by using the concepts introduced in the first book.Weaving together lessons from such international leaders as Siemens, Unilever, Skandia, and Sony, along with their own first-hand consulting experiences, the authors introduce Knowledge enabling--the overall set of organizational activities that promote Knowledge Creation--and demonstrate its power to transform an organization's Knowledge into value-creating actions. They describe the five key "Knowledge enablers" and outline what it takes to instill a Knowledge vision, manage conversations, mobilize Knowledge activists, create the right context for Knowledge Creation, and globalize local Knowledge.The authors stress that Knowledge Creation must be more than the exclusive purview of one individual--or designated "Knowledge" officer. Indeed, it demands new roles and responsibilities for everyone in the organization--from the elite in the executive suite to the frontline workers on the shop floor. Whether an activist, a caring expert, or a corporate epistemologist who focuses on the theory of Knowledge itself, everyone in an organization has a vital role to play in making "care" an integral part of the everyday experience; in supporting, nurturing, and encouraging microcommunities of innovation and fun; and in creating a shared space where Knowledge is created, exchanged, and used for sustained, competitive advantage.This much-anticipated sequel puts practical tools into the hands of managers and executives who are struggling to unleash the power of Knowledge in their organization.
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a note on Knowledge Creation in open source software projects what can we learn from luhmann s theory of social systems
Systemic Practice and Action Research, 2009Co-Authors: Michele Morner, Georg Von KroghAbstract:We use the sociological systems theory proposed by Niklas Luhmann to complement a socially-oriented view of Knowledge with the role of technical infrastructure in Knowledge Creation. We highlight the self-referential character of Knowledge Creation and draw upon illustrative examples from open-source software. We discuss why Knowledge Creation processes are often prone to breakdown and propose three conditions that may stabilize Knowledge Creation processes: perceptibility, systemic memory, and modularity.
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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.
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enabling Knowledge Creation new tools for unlocking the mysteries of tacit understanding
2000Co-Authors: Georg Von Krogh, Ikujiro Nonaka, Kazuo IchijoAbstract:From the Publisher: Weaving together lessons from such international leaders as Siemens, Unilever, Skandia, and Sony, along with their own firsthand consulting experiences, the authors introduce Knowledge enabling - the overall set of organizational activities that promote Knowledge Creation - and demonstrate its power to transform an organization's Knowledge into value-creating actions. They describe the five key "Knowledge enablers" and outline what it takes to instill a Knowledge vision, manage conversations, mobilize Knowledge activists, create the right context for Knowledge Creation, and globalize local Knowledge." "This sequel puts practical tools into the hands of managers and executives who are struggling to unleash the power of Knowledge in their organization.
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care in Knowledge Creation
California Management Review, 1998Co-Authors: Georg Von KroghAbstract:Knowledge Creation is the key source of innovation in any company. However, it is a fragile process fraught with uncertainty and conflict of interest. The effective Creation of new Knowledge (especially tacit social Knowledge) hinges on strong caring among organization members. Managers have several means to facilitate caring relations, including new incentive systems, mentoring programs, care as an articulated value, project debriefings, and training programs in care-based behavior.
Lars Coenen - One of the best experts on this subject based on the ideXlab platform.
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explaining spatial patterns of innovation analytical and synthetic modes of Knowledge Creation in the medicon valley life science cluster
Environment and Planning A, 2008Co-Authors: Jerker Moodysson, Lars Coenen, Bjørn T. AsheimAbstract:The authors address the dichotomy around ‘proximate’ and ‘distant’ learning processes by looking specifically at the characteristics of the Knowledge-Creation process. By way of suggesting an alternative conceptualization to the well-known tacit–codified Knowledge dichotomy they propose a distinction between ‘analytical’ and ‘synthetic’ modes of Knowledge Creation. Analytical Knowledge Creation refers to the understanding and explaining of features of the (natural) world. Synthetic Knowledge Creation refers to the design or construction of something to attain functional goals. By applying this framework to qualitative empirics from the Medicon Valley life-science cluster, the authors demonstrate the complementarity of globally distributed analytical Knowledge Creation and locally oriented synthetic Knowledge Creation.
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explaining spatial patterns of innovation analytical and synthetic modes of Knowledge Creation in the medicon valley life science cluster
Environment and Planning A, 2008Co-Authors: Jerker Moodysson, Lars Coenen, Bjørn T. AsheimAbstract:The authors address the dichotomy around 'proximate' and 'distant' learning processes by looking specifically at the characteristics of the Knowledge-Creation process. By way of suggesting an alternative conceptualization to the well-known tacit-codified Knowledge dichotomy, they propose a distinction between 'analytical' and 'synthetic' modes of Knowledge Creation. Analytical Knowledge Creation refers to the understanding and explaining of features of the (natural) world. Synthetic Knowledge Creation refers to the design or construction of something to attain functional goals. By applying this framework to qualitative empirics from the Medicon Valley life-science cluster, the authors demonstrate the complementarity of globally distributed analytical Knowledge Creation and locally oriented synthetic Knowledge Creation. (Less)