Abstract
This paper proposes a paradigm for managing the dynamic aspects of organizational knowledge creating processes. Its central theme is that organizational knowledge is created through a continuous dialogue between tacit and explicit knowledge. The nature of this dialogue is examined and four patterns of interaction involving tacit and explicit knowledge are identified. It is argued that while new knowledge is developed by individuals, organizations play a critical role in articulating and amplifying that knowledge. A theoretical framework is developed which provides an analytical perspective on the constituent dimensions of knowledge creation. This framework is then applied in two operational models for facilitating the dynamic creation of appropriate organizational knowledge.
Keywords
Knowledge managementTacit knowledgeOrganizational learningPerspective (graphical)Knowledge value chainKnowledge creationExplicit knowledgeDynamic capabilitiesComputer sciencePersonal knowledge managementBody of knowledgeTheme (computing)BusinessArtificial intelligence
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Publication Info
- Year
- 1994
- Type
- article
- Volume
- 5
- Issue
- 1
- Pages
- 14-37
- Citations
- 17170
- Access
- Closed
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Cite This
Ikujiro Nonaka
(1994).
A Dynamic Theory of Organizational Knowledge Creation.
Organization Science
, 5
(1)
, 14-37.
https://doi.org/10.1287/orsc.5.1.14
Identifiers
- DOI
- 10.1287/orsc.5.1.14