We are reaching the end of the second generation of knowledge management, with its focus on tacit-explicit knowledge conversion. Triggered by the SECI model of Nonaka, it replaced a first generation focus and in support of BPR initiatives. Like BPR it has substantially failed to deliver on its promised benefits. The third generation requires the clear separation of contest, narrative and conten...

Decisions based on market segmentation, target market selection and product positioning are among the most critical strategic choices made within any organisation (Dover 2000). It is widely accepted that utilisation and management of knowledge that would underpin such decisions is that which will give organisations a competitive edge (Argote, 2000; Von Krogh, Nonaka & Nishiguchi, 2000). Widespr...

In today's competitive global economy characterized by shorter product life cycles, increased employee turnover, and ubiquitous information technologies, an organization's ability to manage knowledge may be the only remaining source of competitive advantage (Drucker, 1995; 1999). Even though a number of researchers have outlined the importance of adopting knowledge management and many organizat...

Correspondence: Gregorio Martín-de Castro, Department of Business Administration & Nonaka Centre for Knowledge and Innovation, CUNEF, Complutense University of Madrid, Spain. E-mail: [email protected] Abstract From the publication of seminal works in the 1990s until now, a great deal of theoretical proposals and empirical evidence has been published on intellectual capital (IC) and the firm....

Learning (in its broad meaning of “knowledge gaining”) represents one of the Knowledge Management pillars. It can be studied from different angles. The SECI learning model by Nonaka and Takeuchi presented knowledge as an eternal process running in human communities. It shows how learning is born and growing in individuals and society. Bloom’s taxonomy is a key learning model in pedagogy. It ser...

This paper explores the relationship between organisational knowledge, organisational culture, and Process Based Systems (PBS), in the U.K. National Health Service (NHS). Links between PBS and organisational culture have been observed before(Perry, 2003); the contribution made by PBS to organisational knowledge has also been suggested (Perry, 2004). However, links between organisational knowled...

Nonaka describes the process of creating knowledge in enterprises as an interplay of tacit and explicit knowledge. In the interdisciplinary German FOQUS project, industrial engineers and computer scientists have investigated information systems support for this process in the context of a specific knowledge creation strategy, "learning from failures". In the domain of failure management for com...