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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Mouritsen, J., & Larsen, H. T. (2005) · Management Accounting Research · doi:10.1016/j.mar.2005.06.006 · Cited by 193
Promoting institutional change through bias literacy.
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“Scholars in learning theory and organizational change converge on the importance of being able to articulate tacit knowledge to bring it into consciousness (Howell, 1982; Nonaka, 1994).”
Background
Qu'est-ce que la recherche qualitative ? Problèmes épistémologiques, méthodologiques et de théorisation
Dumez, H. (2013) · Annales des Mines - Gérer et comprendre · doi:10.3917/geco.112.0029 · Cited by 80
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The Dynamics of Collaboration in Multipartner Projects
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“…1996; Walter et al., 2003 project-collaboration quality H9 Project-collaboration quality enhances project Brown & Duguid, 1991; Karsten, 1999; Nonaka, 1994 knowledge-integration capability H10 Project knowledge-integration capability influences Kraut, Egido, & Galagher, 1990; Newell &…”
Intellectual capital in service‐ and product‐oriented companies
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“The proneness to outbound leakage of knowledge makes it necessary to distribute individual employee knowledge and skills to the level of the whole organization through knowledge codification and transfer processes ( Nonaka, 1994”
Background

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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