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- Vol 6 PE: App E
- Vol 6 RE: Chapters 1, 2, 8, 10, 12, App A, App B, App D, App E
organisational knowledge creationtacit knowledgeexplicit knowledgeseci modelknowledge conversionorganisational innovationknowledge-sharing practicescommunities of practiceBook Evidence summaryAt a glance
Nonaka and Takeuchi explain organisational innovation as a continuing process of creating, sharing, articulating, combining, and embodying knowledge. Their account distinguishes tacit knowledge rooted in experience from explicit knowledge expressed in language, diagrams, procedures, or data.
Key ideas
The SECI model describes four interacting modes: socialisation from tacit to tacit, externalisation from tacit to explicit, combination among explicit forms, and internalisation from explicit to tacit. Knowledge expands through repeated spirals across individuals, teams, and the organisation. Cases from Japanese firms illustrate metaphors, prototypes, overlapping teams, middle managers, redundancy, autonomy, and a shared intention as enabling conditions. The book contrasts this dynamic view with treating knowledge as static information stored centrally.
Why it matters
Its cases come from a particular national and industrial period, so the framework should guide inquiry rather than serve as a universal recipe. For educational organisations, it highlights shared practice, dialogue, documentation, experimentation, and structures that carry local learning beyond isolated individuals.
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Edition abbreviations
- TE
- Teacher Edition
- PE
- Practice Edition
- RE
- Research Edition
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