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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.
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
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
