Description
Ikujiro Nonaka’s A Dynamic Theory of Organisational Knowledge Creation outlines the creation of organisational knowledge through the constant conversion of the two types of knowledge, tacit and explicit, which Nonaka believes has the potential to guide managers’ knowledge creation strategies. This argument is centred on the conviction that companies are not passive parties that simply utilise existing knowledge for providing solutions to the customers, and that organisations and environments simultaneously influence knowledge creation. This text is considered fundamental for the knowledge management field and as such, it has been utilised by a large number of academics.
Table of Contents
Ways in to the text
Who is Ikujiro Nonaka?
What does A Dynamic Theory of Organisational Knowledge Creation Say?
Why does A Dynamic Theory of Organisational Knowledge Creation Matter?
Section 1: Influences
Module 1: The Author and the Historical Context
Module 2: Academic Context
Module 3: The Problem
Module 4: The Author's Contribution
Section 2: Ideas
Module 5: Main Ideas
Module 6: Secondary Ideas
Module 7: Achievement
Module 8: Place in the Author's Work
Section 3: Impact
Module 9: The First Responses
Module 10: The Evolving Debate
Module 11: Impact and Influence Today
Module 12: Where Next?
Glossary of Terms
People Mentioned in the Text
Works Cited
