Cited by 17,809Knowledge Management and SharingInnovation and Knowledge ManagementOrganizational Learning and Leadership

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A Dynamic Theory of Organizational Knowledge Creation

Nonaka, Ikujiro·1994·Organization Science

DOI 10.1287/orsc.5.1.14

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Abstract

This paper proposes a paradigm for managing the dynamic aspects of organizational knowledge creating processes. Its central theme is that organizational knowledge is created through a continuous dialogue between tacit and explicit knowledge. The nature of this dialogue is examined and four patterns of interaction involving tacit and explicit knowledge are identified. It is argued that while new knowledge is developed by individuals, organizations play a critical role in articulating and amplifying that knowledge. A theoretical framework is developed which provides an analytical perspective on the constituent dimensions of knowledge creation. This framework is then applied in two operational models for facilitating the dynamic creation of appropriate organizational knowledge.

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“This will lead to joint decision making and rich, ongoing communication between partners but will involve a relatively small number of people to allow for the transfer and creation of new, tacit knowledge (Allen, 1979; Arrow, 1974; Nonaka, 1994).”
Background
Knowledge Exchange Processes in Organizations and Policy Arenas: A Narrative Systematic Review of the Literature
Contandriopoulos, D., Lemire, M., Denis, J., & Tremblay, É. (2010) · Milbank Quarterly · doi:10.1111/j.1468-0009.2010.00608.x · Cited by 477
“In such contexts, individuals are embedded in systemic relations in which knowledge use depends on processes such as sense making (Nonaka 1994; Russell et al. 2008; Weick 1995), coalition building (Heaney 2006; Lemieux 1998; Salisbury et al. 1987), and rhetoric and persuasion (Majone 1989; Milbrath…”
Background
The open innovation paradox: knowledge sharing and protection in R&D collaborations
Bogers, M. L. A. M. (2011) · European Journal of Innovation Management · doi:10.1108/14601061111104715 · Cited by 503
“The dynamic and personal nature of knowledge can furthermore give it a certain degree of tacitness (Nelson and Winter, 1982; Nonaka, 1994; Polanyi, 1958; Winter, 1987).”
Technological and organizational designs for realizing economies of substitution
Garud, R. B., & Kumaraswamy, A. (1995) · Strategic Management Journal · doi:10.1002/smj.4250160919 · Cited by 442
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Authors: Nonaka, I.
Affiliations: Hitotsubashi University (JP)
Corresponding author: Nonaka, Ikujiro
ORCID: Nonaka, Ikujiro
Venue: Organization Science
Publisher: Institute for Operations Research and the Management Sciences (INFORMS)
Published: 1994-02
Volume: 5
Issue: 1
Pages: 14-37
ISSN: 1047-7039 (ISSN-L)
1526-5455
DOI: 10.1287/orsc.5.1.14
OpenAlex: W2132454116
Cited by: 17,809
References: 66
Citations by year: 2026: 506 · 2025: 438 · 2024: 460 · 2023: 529 · 2022: 717 · 2021: 722 · 2020: 732 · 2019: 776 · 2018: 777 · 2017: 820 · 2016: 706 · 2015: 887 · 2014: 922 · 2013: 1016 · 2012: 944
FWCI: 409.35
Type: journal article
Language: en
Open access: closed
Locations: Organization Science (publishedVersion)
Topics: Social Sciences › Decision Sciences › Information Systems and Management › Knowledge Management and Sharing
Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Learning and Leadership
Keywords: organizational knowledge creation, tacit knowledge, explicit knowledge, knowledge creation process, knowledge management, knowledge articulation

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A Dynamic Theory of Organizational Knowledge Creation

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