An Analysis of Ikujiro Nonaka's A Dynamic Theory of Organizational Knowledge Creation [Paperback]

Ikujiro Nonakas 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

This book 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 manalÓ&