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Nonaka’s and Takeuchi’s SECI model is widely known and has achieved paradigmatic status. Perceived advantages of the model include: its appreciation of the dynamic nature of knowledge and knowledge creation. [5] it provides a framework for the management of the relevant processes. The model has also been much criticized at times. [7]
Ikujiro Nonaka proposed a model of knowledge creation that explains how tacit knowledge can be converted to explicit knowledge, both of which can be converted into organisational knowledge. [16] While introduced by Nonaka in 1990, [17] the model was further developed by Hirotaka Takeuchi and is thus known as the Nonaka–Takeuchi model.
Ikujiro Nonaka (野中 郁次郎, Nonaka Ikujirō, born May 10, 1935) is a Japanese organizational theorist and Professor Emeritus at the Graduate School of International Corporate Strategy of the Hitotsubashi University, best known for his study of knowledge management.
Nonaka and Takeuchi introduce the SECI model as a way for knowledge creation. The SECI model involves four stages where explicit and tacit knowledge interact with each other in a spiral manner. The four stages are: Socialization, from tacit to tacit knowledge; Externalization, from tacit to explicit knowledge
This model stresses the importance of both bonding and bridging networks (Wright 2007). In Nonaka and Takeuchi's SECI model of knowledge dimensions (see under knowledge management), knowledge can be tacit or explicit, with the interaction of the two resulting in new knowledge (Nonaka & Takeuchi 1995).
Takeuchi's colleague Ikujiro Nonaka wrote an article The Knowledge-Creating Company in the Harvard Business Review, 1991. [12] It explored two types of knowledge, namely tacit knowledge which is that learned by experience and communicated indirectly, and explicit knowledge, which is that recorded in documentation, manuals and procedures.
Knowledge management (KM) is the set of procedures for producing, disseminating, utilizing, and overseeing an organization's knowledge and data. It alludes to a multidisciplinary strategy that maximizes knowledge utilization to accomplish organizational goals.
The knowledge-based theory of the firm, or knowledge-based view (KBV), considers knowledge as an essentially important, scarce, and valuable resource in a firm. [1] [2] According to the knowledge-based theory of the firm, the possession of knowledge-based resources, known as intellectual capital, is essential in dynamic business environments. [3]