The Experts below are selected from a list of 201987 Experts worldwide ranked by ideXlab platform
Ikujiro Nonaka - One of the best experts on this subject based on the ideXlab platform.
-
a theory of Organizational Knowledge creation
International Journal of Technology Management, 2014Co-Authors: Ikujiro Nonaka, H Takeuchi, K UmemotoAbstract:This paper proposes a theory of Organizational Knowledge creation, which is defined as the process that Organizationally amplifies the Knowledge created by individuals and crystallizes it as part of the Knowledge system of an organization. The process is a never–ending spiral of tacit and explicit Knowledge through four modes of Knowledge conversion: i.e., socialization (from tacit to tacit), externalization (from tacit to explicit), combination (from explicit to explicit), and internalization (from explicit to tacit). Each of the four modes of Knowledge conversion is explained, using actual vignettes. Finally, a few implications are argued.
-
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.
-
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.
-
A Dynamic Theory of Organizational Knowledge Creation
Organization Science, 1994Co-Authors: Ikujiro NonakaAbstract:This paper proposes a paradigm for managing the dynamic aspects of Organizational Knowledge creating processes. Its central theme is that Organizational Knowledge is created through a continuous dialogue between tacit and explicit Knowledge. The nature of this dialogue is examined and four patterns of interaction involving tacit and explicit Knowledge are identified. It is argued that while new Knowledge is developed by individuals, organizations play a critical role in articulating and amplifying that Knowledge. A theoretical framework is developed which provides an analytical perspective on the constituent dimensions of Knowledge creation. This framework is then applied in two operational models for facilitating the dynamic creation of appropriate Organizational Knowledge.
Georg Von Krogh - One of the best experts on this subject based on the ideXlab platform.
-
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.
-
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.
-
Devising a Concept of Organizational Knowledge
Organizational Epistemology, 1995Co-Authors: Georg Von Krogh, Johan RoosAbstract:By expounding, discussing and illustrating Organizational Knowledge the objective of this book is to give the reader an observational scheme to better understand Organizational Knowledge development on the individual and the social scale. This observational scheme is intended for the Knowledge development of the reader. It does not represent any pre-given ‘truth’ of Organizational Knowledge development whatsoever. The book is our first attempt to develop such a scheme and, as such, the book is only a brief report from an ongoing Knowledge development process.
-
Organizational Knowledge, Individualized (and Socialized)
Organizational Epistemology, 1995Co-Authors: Georg Von Krogh, Johan RoosAbstract:Organizational Knowledge resides in both the individual Organizational member and in the relations among Organizational members, that is, at the social level. In keeping with the anti-representationistic stand, at our disposal we find strong theoretical foundations with respect to individual human cognition, and individualized Knowledge. Little is written, however, about the Knowledge of social systems per se. For this reason we have chosen to bracket socialized Organizational Knowledge until a mediating theory and accompanying language is found, that allows for a conceptualization of Knowledge of the social system, compatible with the autopoiesis perspective.
-
Organizational Knowledge and Languaging
Organizational Epistemology, 1995Co-Authors: Georg Von Krogh, Johan RoosAbstract:Individualized Organizational Knowledge depends on a structural coupling between the individual and the world. This happens in observation, but, above all, in language. The coordination and cooperation between different Organizational members, as seen by an observer, exists because of the language they use. This is not a new insight; for two single cells to form a single multicellular creature a ‘cellular language’ is required.1
Gerald C. Kane - One of the best experts on this subject based on the ideXlab platform.
-
The evolutionary implications of social media for Organizational Knowledge management
Information and Organization, 2017Co-Authors: Gerald C. KaneAbstract:Social media has become a widely-adopted technology over the past decade, affecting organizations in myriad ways. One of the most important is the effect on Organizational Knowledge management, in which social media overcomes many of the limitations of previous generations of Knowledge management technologies. In this paper, I explore the effects of social media on Organizational Knowledge management. In doing so, I argue that social media is not a monolithic class of technologies, but a diverse and evolving technological infrastructure that supports and changes the way people communicate and collaborate. Key aspects of social media have gone through a technological evolution over the past decade from cloud computing, to mobile technologies, and into analytics. Each of these shifts has distinct implications for Organizational Knowledge management, many of which have yet to be fully realized. Furthermore, trends suggest that social media will continue to evolve with emerging technologies, such as artificial intelligence, virtual reality, and augmented reality, which will further influence how Organizational Knowledge management is practiced. This evolutionary perspective suggests we may be closer to the beginning than the end of how social media will affect organizations and their Knowledge management practices. As such, a broad perspective on social media may provide many open areas for research in coming years.
Marjorie A Lyles - One of the best experts on this subject based on the ideXlab platform.
-
inter and intra Organizational Knowledge transfer a meta analytic review and assessment of its antecedents and consequences
Journal of Management Studies, 2008Co-Authors: Raymond Van Wijk, Justin J P Jansen, Marjorie A LylesAbstract:Research on Organizational Knowledge transfer is burgeoning, and yet our understanding of its antecedents and consequences remains rather unclear. Although conceptual and qualitative reviews of the Organizational Knowledge transfer literature have emerged, no study has attempted to summarize previous quantitative empirical findings. As a first step towards that goal, we use meta-analytic techniques to examine how Knowledge, organization and network level antecedents differentially impact Organizational Knowledge transfer. Additionally, we consolidate research on the relationship between Knowledge transfer and its consequences. We also demonstrate how the intra- and inter-Organizational context, the directionality of Knowledge transfers, and measurement characteristics moderate the relationships studied. By aggregating and consolidating existing research, our study not only reveals new insights into the levers and outcomes of Organizational Knowledge transfer, but also provides meaningful directions for future research.
-
Inter-Organizational Knowledge transfer: Current themes and future prospects
Journal of Management Studies, 2008Co-Authors: Mark Easterbysmith, Marjorie A Lyles, Eric W K TsangAbstract:Many papers have been published recently in the fields of strategy and international business research incorporating the role of Organizational Knowledge as a basis of firm competitive advantage. While such Knowledge is normally developed within the firm, it is important that firms possess the ability to learn from others in order to meet the increasing pace of competition. Knowledge transfer, defined here as an event through which one organization learns from the experience of another, has thus become an important research area within the broader domain of Organizational learning and Knowledge management. This paper presents a theoretical framework, identifies key themes covered by the six articles included in the Special Issue on Inter-Organizational Knowledge Transfer, and then discusses priorities for future research.
-
top management strategy and Organizational Knowledge structures
Journal of Management Studies, 1992Co-Authors: Marjorie A Lyles, Charles R SchwenkAbstract:The cognitive aspects of strategic management and Organizational learning have been receiving increasing interest from researchers (Fahey and Narayanan, 1986; Prahalad and Bettis, 1986). Researchers have called for more detailed descriptions of the ways that individual‐level cognitions contribute to Organizational‐level strategies (Daft and Weick, 1984; Smircich and Stubbart, 1985). In this article, a theory of Organizational Knowledge structures which include core and peripheral features is presented. From this theory propositions are suggested to guide future research on Organizational learning.
Sven C. Voelpel - One of the best experts on this subject based on the ideXlab platform.
-
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.
