The Theory of the Knowledge-Creating Firm: Subjectivity, Objectivity and Synthesis

By Ikujiro Nonaka, Ryoko Toyama. 2005

524 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/5008c2bacb3235529e2e608a3bff7d7d088ecd5e

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management of Technology and Innovation

1. Yong-Hui Li
2. R. Reiter‐Palmon
3. Abraham Carmeli
4. Haridimos Tsoukas
5. Ming-Tien Tsai
6. Jing-Wen Huang
7. Satu Parjanen

In Organizational Behavior and Human Resource Management

1. R. Reiter‐Palmon
2. Satu Parjanen
3. Roy Gelbard
4. Leanne Atwater
5. A. Levi
6. Abraham Carmeli
7. Yong-Hui Li
8. Haridimos Tsoukas

In Strategy and Management

1. Satu Parjanen
2. R. Reiter‐Palmon
3. Yong-Hui Li
4. Abraham Carmeli
5. Haridimos Tsoukas
6. Ming-Tien Tsai
7. A. Levi
8. Jing-Wen Huang

Citations in the corpus

• Experiencing Creativity in the Organization: From Individual Creativity to Collective Creativity (2012, background): “More specifically, Nonaka and his associates (Nonaka & Takeuchi, 1995; Nonaka & Toyama, 2005) have proposed the socialization externalization combination internalization (SECI) model of knowledge creation.”
• Entrepreneurial orientation and firm performance: The role of knowledge creation process (2009, background): “Such tacit and explicit knowledge is relevant to market-related knowledge (Nonaka & Toyama, 2005).”
• Leadership, Creative Problem-Solving Capacity, and Creative Performance: The Importance of Knowledge Sharing (2013, background): “For instance, researchers have noted the role of leaders in shaping a work context that is crucial for facilitating the socialization, externalization, combination, and internalization (SECI) process (Nonaka & Toyama, 2005; Nonaka, Toyama, & Konno, 2000).”
• A Dialogical Approach to the Creation of New Knowledge in Organizations (2009, background): “As Obstfeld (2005) has shown in his ethnography of a vehicle's core design at NewCar, knowledge articulation involves making knowledge relevant to the situation at hand (see also Boden 1994, p.”
• How leadership enhances employees’ knowledge sharing: the intervening roles of relational and organizational identification (2011, background): “mechanisms by which leadership may facilitate employee knowledge sharing (Nonaka and Toyama 2005), in particular by cultivating a social context in which employees share knowledge.”