organizational culture has a considerable impact on investment and acceptance of a new technology system such as knowledge management and especially it can be led to success or failure of knowledge management programs in organization. according to scientific evidences, human characteristics are effective on knowledge management and the process of knowledge management by people contains their pe...

Nonaka and Takeuchi’s highly influential account of tacit–explicit knowledgeconversion in Japan’s knowledge-creating companies has been instrumental in Knowledge Management’s institutionalisation of Michael Polanyi’s distinction between ‘tacit knowledge’ and ‘explicit knowledge’. But tacit knowledge has been misunderstood and what Nonaka and Takeuchi claim in the name of explicit knowledge does...

The objective of this paper is to describe a new post-Nonaka generation of Knowledge Management that, for the first time, has the potential to meet people’s expectations. It is divided into the three categories: • processes • organisation & culture • information technology and builds on Frederik Taylor’s idea of applying knowledge to work, though not on his Scientific Management model. Instead,...

Introduction Since the early 1990’s, interest of the topic of knowledge (e.g., knowledge management, knowledge sharing, knowledge creation, etc.) as it relates to organizations and value creation for organizations has increased dramatically in both the popular and scholarly literature (von Krogh, Ichijo, & Nonaka, 2000). As is often the case in applied fields, it appears that the practices rela...

An Opening Note from the Book Reviewer: This is the first time since around 1999, that I have sat and read a professional development related book from front to back in 2-3 days. The Christmas break from work certainly contributed to this opportunity, but I believe the commitment to share new, external insights with my Leading with Impact team members was probably the driving force behind my fi...

Although knowledge creation is viewed as fundamental for securing a firm’s competitive advantage by scholars of strategic management and organizational learning (Nonaka, 1994; Nonaka and Takeuchi, 1995; Prahalad and Hamel, 1990; Nelson 1990; Leonard-Barton, 1992; Teece, 2005), few studies have systematically investigated the specific knowledge creation processes put in place by small hi-tech fi...

During evolution, the mammalian brain massively expanded its size. However, the exact roles of distinct neural precursors, identified in the developing cortex during embryogenesis, for size expansion and surface folding (i.e., gyration) remain largely unknown. New findings by Nonaka-Kinoshita et al advance our understanding of embryonic neural precursor function by identifying cell type-selecti...

Solitary perturbations (SPs) localized both poloidally and radially are detected within ~100 μs before the partial collapse of the high pressure gradient boundary region (called pedestal) of magnetized toroidal plasma in the KSTAR tokamak device. The SP develops with a low toroidal mode number (typically unity) in the pedestal ingrained with quasi-stable edge-localized mode (QSM) which commonly...

Various models and frameworks have been used to represent the flows of knowledge in an organization. The first and most popular of these remains the spiraling SECI (socialization, externalization, combination, internalization) model presented by Nonaka and Konno (1998), Nonaka and Takeuchi (1995), and Nonaka and Toyama (2003), which presents the various knowledge interactions and creations betw...