The Knowledge-creating Theory Revisited: Knowledge Creation as a Synthesizing Process

Abstract

This paper is a part of our attempt to build a new knowledge-based theory of the firm and organization to explain the dynamic process of knowledge creation and utilization. For this, we revisit the theory of knowledge creation through the SECI process and ba, and try to advance them further by incorporating the dialectic thinking. In this paper, knowledge creation is conceptualized as a dialectical process, in which various contradictions are synthesized through dynamic interactions among individuals, the organization, and the environment. With the view of a firm as a dialectic being, and strategy and organization should be re-examined as the synthesizing and self-transcending process instead of a logical analysis of structure or action. An organization is not an information-processing machine that is composed of small tasks to carry out a given task, but an organic configuration of ba. Ba, which is conceptualized as a shared context in motion, can transcend time, space, and organization boundaries to create knowledge.Today, knowledge and the capability to create and utilize knowledge are considered to be the most important source of a firm's sustainable competitive advantage

Prototyping practices supporting interdisciplinary collaboration in digital media design for museums

“…According to Nonaka (2003) explicit knowledge "has to be actualized through action, practice, and reflection so that it can really become knowledge of one's own." This is exactly what happened in the p o s t -p r i n t v e r s i o n M a r c o M a s o n Gallery One example.…”

“…al. 2000;2001a;Nonaka and Toyama 2003) offers a valuable analytical framework for investigating how knowledge is generated, transferred, and represented during the design of digital media in museums.…”

The Relationship between Manufacturer and Distributors: Knowledge Transfer and Performance

“…In addition, the tacit knowledge acquired by the distributors can be turned into explicit knowledge after the assimilation process, defined by Nonaka and Toyama (2003) as the externalization knowledge creation process. Considering that the distributors' employees and managers interact and learn from manufacturer's representatives, they can adapt their routines and practices based on information and knowledge from these external sources (Hult, Ketchen, & Slater, 2004;Wu, 2008).…”

Why space matters for collaborative innovation networks: on designing enabling spaces for collaborative knowledge creation

“…These dimensions have their roots in several areas-they have been extracted form a comprehensive survey of these fields as well as from practical work: field of innovation studies (e.g., Fagerberg et al, 2006;Fagerberg, Verspagen, 2009;Tsoukas, 2005;Dodgson, Gann, 2010;Schnetzler, 2005, theory of creativity (e.g., Amabile, 1996;Sternberg, 1999;Shneiderman, 2007;Kelley, 2004), from the field of technology supported education, knowledge management and organizational learning (e.g., Nonaka, Konno, 1998;Nonaka, Toyama, 2003;Nonaka et al, 2008;EasterbySmith, Lyles, 2003;Krogh et al, 2000), from the fields of office design and creative space design (e.g., Allen, Henn, 2007;Lewis, Moultrie, 2005;Moultrie et al, 2007;Kristensen, 2004;Fayard, We eks, 2007).…”