1Concept of Knowledge creation process in organisation In 1995, Nonaka and Takeuchi proposed a model for creating knowledge in organizations. They argued that the success of many Japanese firms depends on their ability to create new organisational knowledge through a cyclic model of continuous interactions and transformation of tacit and explicit knowledge on three levels: individuals, groups a...

Organizational learning requires individual learning. On the other hand individual learning has to interact in a dynamic social environment in order to contribute to organizational learning. This relationship between individual and organizational learning can be conceptualized as a spiral of knowledge creation (Nonaka and Takeuchi, 1995) where companies can turn into continuously learning organ...

International organizations are increasingly focusing on organizational learning. The experience accumulated by development agencies throughout the world has become a source of organizational knowledge, which, according to Nonaka, is transferred through processes of socialization and externalization. Based upon three case studies and in-depth interviewing of World Bank managers and evaluators o...

This paper is a case study of ABC, a firm that designs and makes pre-fabricated concrete elements for large public construction projects. ABC pursued corporate knowledge integration because it was formed by acquiring several firms (now BU’s organized geographically) with heterogeneous ways-of-doing, leading to a wide range of performance results across them. For that purpose, ABC designed a set...

In its current state of early development, the field of knowledge management (KM) is increasingly characterized by a small number of recurrent dichotomies. Chief among these is the distinction between tacit and explicit knowledge that Nonaka and others seem to have borrowed from Polanyi’s educational theory. The reverence this dichotomy is now accorded is considerable, and nearly every work wri...

Knowledge management is a complicated process that requires close collaboration among the people involved. Such collaboration is often easier said than done. Nonaka and Takeuchi’s SECI model provides a process-oriented view of knowledge creation. In this paper, we propose the use of a Web-based group problem-solving system called TeamSpirit to support knowledge externalization, knowledge combin...

We argue that beyond metaphors, according to which learning is a process of knowledge acquisition by individual learners (a “monological” approach) or participation to social interaction (a “dialogical” approach), one should distinguish a “trialogical” approach, i.e., learning as a process of knowledge creation which concentrates on mediated processes where common objects of activity are develo...