The DOI matches its Crossref record; 113 of the 113 references it cites were found in a registry or an index.
Conceptualizing Knowledge Creation: A Critique of Nonaka's Theory*
Abstract
abstract Nonaka's proposition that knowledge is created through the interaction of tacit and explicit knowledge involving four modes of knowledge conversion is flawed. Three of the modes appear plausible but none are supported by evidence that cannot be explained more simply. The conceptual framework omits inherently tacit knowledge, and uses a radically subjective definition of knowledge: knowledge is in effect created by managers. A new framework is proposed suggesting that different kinds of knowledge are created by different kinds of behaviour. Following Dewey, non‐reflectional behaviour is distinguished from reflective behaviour, the former being associated with tacit knowledge, and the latter with explicit knowledge. Some of the implications for academic and managerial practice are considered.
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Cites
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The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation
Nonaka, I., & Takeuchi, H. (1995) · doi:10.1093/oso/9780195092691.001.0001 · Cited by 18,010
A Dynamic Theory of Organizational Knowledge Creation
Nonaka, I. (1994) · Organization Science · doi:10.1287/orsc.5.1.14 · Cited by 17,809
The Knowledge-Creating Company
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Telling more than we can know: Verbal reports on mental processes.
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“Misattribution of reasons for success is to be expected (Nisbett and Wilson, 1977), and even affects scientists who by virtue of their training and values might be expected to accurately report their achievements (see, e.g. Collins, 1974, 2001a).”
BackgroundRyle, G. (2006) · Theories of Mind · doi:10.5040/9798216413257.ch-2 · Cited by 6,809
Knowledge Transfer: A Basis for Competitive Advantage in Firms
Argote, L., & Ingram, P. (2000) · Organizational Behavior and Human Decision Processes · doi:10.1006/obhd.2000.2893 · Cited by 4,164 · cited 3×
“…and Darr, 2000, p. 53), in documents, repositories, organizational routines, practices and norms, (Davenport and Prusak, 1998, quoted in Alvesson and Kärreman, 2001, pp. 998–9), and © Blackwell Publishing Ltd 2006 in the ‘physical structure of the workplace’ (Argote and Ingram, 2000, p. 152).”
BackgroundSECI, Ba and leadership: A unified model of dynamic knowledge creation
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Theory in Practice: Increasing Professional Effectiveness
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Cited by
Nonaka, I., & von Krogh, G. (2009) · Organization Science · doi:10.1287/orsc.1080.0412 · Cited by 1,939
Whatever happened to process theories of learning?
Engeström, Y., & Sannino, A. (2012) · Learning, Culture and Social Interaction · doi:10.1016/j.lcsi.2012.03.002 · Cited by 104
Yucel, R., Bird, F. L., Young, J., & Blanksby, T. (2014) · Assessment & Evaluation in Higher Education · doi:10.1080/02602938.2014.880400 · Cited by 66
Chootongchai, S., & Songkram, N. (2018) · International Journal of Emerging Technologies in Learning (iJET) · doi:10.3991/ijet.v13i03.7991 · Cited by 58
Metadata
- Authors
- Gourlay, S.
- Venue
- Journal of Management Studies
- Publisher
- Wiley
- Published
- 2006-08-22
- Volume
- 43
- Issue
- 7
- Pages
- 1415-1436
- ISSN
- 0022-2380 (ISSN-L)
- 1467-6486
- OpenAlex
- W2093047949
- Cited by
- 466
- References
- 113
- FWCI
- 62.70
- Type
- journal article
- Language
- en
- Open access
- closed
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Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
