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The SECI model of knowledge dimensions (or the Nonaka-Takeuchi model) is a model of knowledge creation that explains how tacit and explicit knowledge are converted into organizational knowledge. The aim is to change the explicit knowledge of the model back into the tacit knowledge of the employees. [ 1 ]
Ikujiro Nonaka (野中 郁次郎, Nonaka Ikujirō, 10 May 1935 – 25 January 2025) was a Japanese organizational theorist and Professor at the Graduate School of International Corporate Strategy of the Hitotsubashi University, best known for his study of knowledge management.
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.
Knowledge transfer practices; Knowledge recovery practices; Information technologies used to capture, store and share knowledge. Knowledge retention projects are usually introduced in three stages: decision making, planning and implementation. There are differences among researchers on the terms of the stages.
Explicit knowledge is often seen as easier to formalize compared to tacit knowledge, but both are necessary for knowledge creation. 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:
While knowledge may transfer tacitly and explicitly as direct experience, organizations can introduce processes and knowledge management systems that facilitate this transfer. Researchers investigate the context of various factors and mechanisms affecting knowledge transfer to determine their beneficial and detrimental effects.
Knowledge transfer icon from The Noun Project. Knowledge transfer refers to transferring an awareness of facts or practical skills from one entity to another. [1] The particular profile of transfer processes activated for a given situation depends on (a) the type of knowledge to be transferred and how it is represented (the source and recipient relationship with this knowledge) and (b) the ...
Nonaka wrote that Japanese companies viewed knowledge as primarily tacit but had mastered converting tacit to explicit and back again (the 'spiral of knowledge'). [12] In 1995 Nonaka and Takeuchi co-authored a book which expanded on the subject and brought it to a wider audience: [13] The Knowledge-Creating Company : How Japanese Companies ...