A Theory of the Firm's Knowledge‐Creation Dynamics

Bibliographic Data

ID20068545
AuthorsIkujiro Nonaka (0000-0003-4823-5098), Hirotaka Takeuchi
Year1999
Pages214-241
Publication date1999-09-23
Peer ReviewedYes
Open AccessNo
TypeCHAPTER
VenueThe Dynamic Firm (SOURCE_BOOK)
PublisherOxford University PressOxford (PUBLISHER)
DOI10.1093/0198296045.003.0010
OpenAlexW129385461
ISBN9780198296041
LanguageEN
Citations received6
References cited6

The thesis that the apparent success of Japanese firms rests on their ability for creation of organizational knowledge is explored. The Japanese experience is taken as a launching pad for a proposed more general theory of how knowledge is, and can be, created in organizations. Two simultaneous knowledge spirals are identified as evolving over time: first, knowledge is created and expanded through the social interaction between tacit and explicit forms of knowledge in a process that is called knowledge conversion—the different modes and requisite enabling conditions that maintain this knowledge spiral are traced; second, another spiral describes how knowledge created at the individual level is transformed into knowledge at the organizational level through a phased process. As the spirals interact over time, innovation is seen to emerge. Clearly, there is a certain normative bent to this view of knowledge creation, and it implies some important lessons for non‐Japanese firms

Body of knowledge · Business · Domain knowledge · Epistemology · Explicit knowledge · Knowledge creation · Knowledge integration · Knowledge management · Knowledge value chain · Normative · Organizational learning · Personal knowledge management · Tacit knowledge · Computer Science · Critical Realism in Sociology · Innovation and Knowledge Management · Management and Organizational Studies · Psychology · Marketing

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