Dynamic fractal organizations for promoting knowledge-based transformation – A new paradigm for organizational theory

Role of knowledge management in achieving organizational performance: Proposed framework through literature survey

“…Nonetheless, this study intends to explore the theoretical standing of system-oriented approach by examining the direct relation of KM and OP. Organizational performance has a significant positive relationship with the OP which supports the logic that innovation comes from creativity which is the source of sustainable competitiveness for business organizations (Nonaka et al, 2014). Thus, the present study gives new insights to the researchers, practitioners and strategists.…”

“…The thinkers and Management Researchers have announced a time of KM in which associations are progressively consider the knowledge as a profitable and vital asset (Zaied et al, 2012;Choi et al, 2006;Bollinger and Smith, 2001;Zack, 1999;Teece, 2000). Nonaka et al, (2014) emphasize on the supportable creativity in associations to accomplish maintainable assertiveness in the Organizational environment through consistent production of new knowledge (Nonaka et al, 2014;Krogh et al, 2012;Nonaka and Takeuchi, 1995;Nonaka, 1994;1991). Schulz and Jobe (2001) additionally stated that KM center systems are more powerful than others.…”

Addressing the tacit knowledge gap in knowledge systems across agential realism

“…Later literature by Nonaka et al ( [21], [22]) especially stress the inseparable aspect of tacit and explicit knowledge: "tacit and explicit should not be treated as separate entities but rather mutually complementary and based on the same continuum" ( [22], p. 640). The latest literature by Nonaka et al ( [23]), again re-illustrates the inseparable aspect of tacit and explicit qualities across organizational 'fractals' consisting of triads of tacit and explicit knowing (with its synthesis forming the third 'pole').…”

“…In a similar fashion, Collins [3, p. 3], argues "Nonaka and Takeuchi describe the way the previously tacit knowledge associated with kneading dough for bread was elicited and formulated so that it could be reproduced in mechanical form in a bread-making machine…They think the notion of tacit knowledge is exhausted by knowledge that just happens not to have been explicated but could be given a bit more effort". More cogently, and similarly argued by Virtanen [19] "the conduit metaphor of communication that underlies Nonaka and Takeuchi's perspective -the view of ideas as objects which can be extracted from people and transmitted to others over a conduit -reduces practical knowledge to technical knowledge…To treat practical (or tacit) knowledge as having a precisely definable content, which is initially located in the head of the practitioner and then 'translated'" [11, p. 105 It should be noted that a later portrayal by Nonaka et al ( [23], p. 3 and 4) of the organization in terms of 'fractals' of knowledge triads (tacit knowledge, explicit knowledge and its synthesis leading to 'practical wisdom') across the firm, still does not preclude the questionable notion of conversion if we read words such as "when an individual's tacit knowledge is shared with another person it becomes explicit knowledge, and when this is merged with other explicit knowledge it becomes new explicit knowledge, which in turn can then be converted into the tacit knowledge of an(other or the same) individual" and "In cases like the Toyota Prius, it is clearly shown that tacit knowledge is shared and converted into explicit knowledge".…”

Uma proposta de um modelo evolutivo para redes de difusão do conhecimento organizacional

“…Mudanças de ordem ambiental, social, econômica, tecnológica, cada vez mais profundas e capazes de moldar e influenciar as próprias organizações. Diante dessa realidade, muitos autores (Stacey, 1996;Holland, 1997;Seel, 2000;Olson e Eoyang, 2001;Nonaka e Toyama, 2002Morgan, 2007;Nonaka et al, 2014) …”