Designing Knowledge Creating Processes

For example, one popular approach to knowledge creation proposed by Nonaka and Takeuchi [1] focuses on the process of converting tacit knowledge into explicit or codified knowledge. While this is a useful and necessary function in the development of new knowledge, it represents a small, and arguably less than significant part of the total process of knowledge creation. Though such well intended authors may try to reduce knowledge creating processes to the proverbial "three easy steps", we view the knowledge creating process as stemming from a more complex developmental process than is usually explained in the popular literature on the subject. This article explores several key concepts relevant to knowledge creating processes, including: (1) the relationship between organizational identity and knowledge creation, (2) the process of creating new knowledge through logical inference, and (3) the critical role of rule-based acts in improving organizational performance.