A Dynamic Theory of Organizational Knowledge Creation

Item

Title

A Dynamic Theory of Organizational Knowledge Creation

Abstract/Description

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.

Author/creator

Nonaka, Ikujiro

Date

1994

In publication

Organization Science

Volume

5

Issue

1

Pages

14-37

Resource type

en Research/Scholarly Media

Resource status/form

en Published Text

Scholarship genre

en Theoretical

Keywords

knowledge conversion

management models

organizational innovation

self-designing organization

teams

Open access/full-text available

en No

Peer reviewed

en Yes

ISSN

1047-7039

DOI

10.1287/orsc.5.1.14

URL

Official Publisher's Webpage (Organization Science)

Citation

Nonaka, I. (1994). A Dynamic Theory of Organizational Knowledge Creation. Organization Science, 5(1), 14–37. https://doi.org/10.1287/orsc.5.1.14

Cited in

Cross-Sector Research on Continuous Learning and Improvement

Item sets

OB Citations - Cross-Sector Research on Learning and Improvement

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