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A Dynamic Theory of Organizational Knowledge Creation
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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In the citing paper
“We propose that the SECI model of knowledge creation (Nonaka and Takeuchi 1995) provides empirically testable design principles for AI agent memory architecture.”
From From Organizational Knowledge to AI Agent Memory: Empirical Validation of the SECI Model on the LongMemEval Benchmark (2026) · cites this paper as Nonaka 1994
In the citing paper
“Nonaka and Takeuchi (1995) proposed that organizational knowledge is created through a continuous spiral of four conversion modes.”
From From Organizational Knowledge to AI Agent Memory: Empirical Validation of the SECI Model on the LongMemEval Benchmark (2026) · cites this paper as Nonaka 1994
In the citing paper
“The organizational knowledge creation theory proposes that the new knowledge is created through processes of tacit and explicit conversion: socialization, externalization, combination, and internalization (Erden, Von Krogh, & Nonaka, 2008;Nonaka, Toyama, & Konno, 2000;Nonaka, 1994).”
From Linking knowledge management, organizational learning and memory (2020) · cites this paper as Nonaka, 1994
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Hislop, D. W. (2002) · Journal of Information Technology · doi:10.1080/02683960210161230 · Cited by 278
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“The combination refers to “the creation of new explicit knowledge by categorizing, merging, reclassifying, and synthesizing existing explicit knowledge” (i.e., literature survey reports) (Nonaka, 1994).”
BackgroundInfluentialA Socio‐Technical View of Knowledge Sharing at Buckman Laboratories
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“Nonaka (1994) depicts knowledge creation from an organizational perspective as an amplification process in which individuals create knowledge that disseminates throughout the organization .”
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“Nonaka (1994) argued that interpersonal trust is important in groups and organizations for creating an atmosphere of knowledge sharing.”
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BackgroundSpecial Section Introduction - Online Community as Space for Knowledge Flows
Faraj, S., von Krogh, G., Monteiro, E., & Lakhani, K. R. (2016) · Information systems research · doi:10.1287/isre.2016.0682 · Cited by 217
“We build on past work on organizational knowledge creation (e.g., Nonaka 1994), and contend that systematic knowledge creation is a process of participants contributing and augmenting elements of knowledge, crystallizing and connecting these to the OCs evolving collective knowledge (Nonaka and von…”
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King, W. R., & Marks, P. V. (2006) · Omega · doi:10.1016/j.omega.2005.10.006 · Cited by 263
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Matusik, S. F., & Heeley, M. B. (2005) · Journal of Management · doi:10.1177/0149206304272293 · Cited by 257
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“Table 2 (a) Level classifications from prior literature (Nonaka, 1994; Marrone, 2010; and Moe et al., 2008) and four levels identified in this study;”
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“This will pose a problem to the organization especially if the relevant knowledge is implicit and therefore relatively difficult to store in technical systems (e.g. intranet, databases) or transfer to other members (Nonaka 1994).”
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“Four phases are included in the process: (1) share individuals’ knowledge (socialization of tacit knowledge), (2) externalize shared knowledge (externalize tacit knowledge into explicit knowledge), (3) combine and justify knowledge (combine explicit knowledge), and (4) internalize explicit knowledge (internalize expli…”
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“’’ Knowledge creation and sharing is considered critical to the generation of innovative ideas, services, and products (Nonaka 1994).”
BackgroundInfluentialModularity, component outsourcing, and inter‐firm learning
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“Notably, Crossan et al. (1999) and Nonaka (1994) explain how knowledge created by individuals is transformed into organizational knowledge through common understanding.”
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Barrales‐Molina, V., Martínez-López, F. J., & Gázquez‐Abad, J. C. (2013) · International Journal of Management Reviews · doi:10.1111/ijmr.12026 · Cited by 274
Knowledge management: a key determinant in advancing technological innovation?
Lee, V., Leong, L.-Y., Hew, T.-S., & Ooi, K. (2013) · Journal of Knowledge Management · doi:10.1108/jkm-08-2013-0315 · Cited by 243
“Described as one that is embedded inside a person, tacit knowledge is attained through imitation and practice, as mentioned by Nonaka (1994).”
BackgroundInfluential
Metadata
- Authors
- Nonaka, I.
- Affiliations
- Hitotsubashi University (JP)
- Corresponding author
- Nonaka, Ikujiro
- ORCID
- Nonaka, Ikujiro
- Venue
- Organization Science
- Published
- 1994-02
- Volume
- 5
- Issue
- 1
- Pages
- 14-37
- ISSN
- 1047-7039 (ISSN-L)
- 1526-5455
- 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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