ABSTRACT
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
section 2|19 pages
Influences
module 1|4 pages
The Author and the Historical Context
module 2|5 pages
Academic Context
module 3|5 pages
The Problem
module 4|4 pages
The Author’s Contribution
section 2|21 pages
Ideas
module 5|5 pages
Main Ideas
module 6|6 pages
Secondary Ideas
module 7|5 pages
Achievement
module 8|4 pages
Place in the Author’s Work
section 3|20 pages
Impact
module 9|4 pages
The First Responses
module 10|6 pages
The Evolving Debate
module 11|4 pages
Impact and Influence Today
module 12|5 pages
Where Next?