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M. Polyiani introduced in 1966

Tacit vs Explicit knowledge

  • We can know more than we can tell
  • All knowledge is either tacit or rooted in tacit
  • knowledge.

"Organizational knowledge creation, as distinct from individual knowledge creation, takes place when all four modes of knowledge creation are organizationally managed from a continual cycle" (SECI-Model)

"A good decision is based on knowledge and not on numbers".

Platon

Socialization; From tacit to tacit knowledge

Externalization; From tacit to explicit knowledge

Combination; From explicit to explicit knowledge

Internalization; From explicit to tacit

So what is knowledge- and how does it

affect us in our daily work-life?

Is there a difference in knowledge?

Is Nonaka´s approach positivistic, systemic or social-constructive in his view of knowledge management?

Japanese vs western based organizations

"Organizational knowledge creation can be viewed as an upward spiral process, starting at the individual level moving up to the collective level, and then out to the organizational level"

The creation of org knowledge is defined as "a companys ability to create new knowledge, introduce it to the rest of the organization, incorporate it into products, services and systems"

5 conditions must be met in order to facilitate the knowledge creation in organizations:

1. Intention

2. Autonomi

3. Fluctuation and creative chaos

4. Redundancy

5. Requisite variety

Nonaka´s

SECI model

Conclusion.

  • Based on "hands-on-research" and practical studies
  • Describes how Knowledge at the individual level can be lifted & expressed.
  • Companies plays a crucial role to facilitate creation of knowledge. (Use of SECI-model)
  • Always in the company context
  • Learning & knowledge are in many ways similar, but yet different!
  • Dynamic vs static approach (knowledge vs learning)
  • 2 implementation "tactics" - Middle-up-down and Hypertext

Top-down

+ Bottom-up

= Middle-up-down

A combination between the 2 classic approaches, where middle managers act as a focal point in the knowledge creation process itself between Top-management and front-line staff.

Whether the visions from the top or the implementation at the front-line staff - all is communicated and acted upon in the middle management - hence middle-up-down.

A Dynamic Theory of Organizational Knowledge Creation

(Strategic Leadership)

By

Ikujiro Nunaka

How do you handle knowledge management in your organization?

"Insanity: doing the same thing over and over again and expecting different results".

Einstein

Would you consider knowledge management as an important tactic in order to achieve long-term strategic goals?

20 years after his book do you still consider knowledge creation as a potential comparative advantage for any organization?

"The roots of education are bitter

but the fruit is sweet"

Aristoteles

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