SECI, Ba and Leadership: a Unified Model of Dynamic Knowledge Creation

By Ikujiro Nonaka, Ryoko Toyama, N. Konno. 2000

4,546 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/b5be079d45f052a0407d4c47b9c5b95b5d6c470f

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In Strategy and Management

Citations in the corpus

Perspective - Tacit Knowledge and Knowledge Conversion: Controversy and Advancement in Organizational Knowledge Creation Theory (2009, background): “" Tacit knowledge is rooted in action, procedures, routines, commitment, ideals, values , and emotions (Nonaka et al. 1996, 2000a, b).”
COVID‐19 crisis and SMEs responses: The role of digital transformation (2021, methodology): “For Nonaka et al. (2000), in a world where technologies, markets, and societies change rapidly, continuous innovation as well as the knowledge that enables such innovation constitutes a vital competitive advantage.”
Big Data and Predictive Analytics and Manufacturing Performance: Integrating Institutional Theory, Resource‐Based View and Big Data Culture (2019, background): “12 ordinary across firms over time (Nonaka et al. 2000).”
Intellectual capital and knowledge productivity: the Taiwan biotech industry (2010, background): “Nonaka, Toyama, and Konno (2000) discussed how managers should create the circumstances necessary for the relationship building needed for knowledge creation by providing time, space, attention, and opportunities.”
Establishment and application of performance measure indicators for universities (2009, methodology): “The application of the SECI model (Nonaka and Takeuchi, 1995; Nonaka et al., 2000) in the present study has shown that the fundamental values and procedures of TQM stimulate the development of mechanisms that facilitate the conversion of tacit knowledge into explicit knowledge (and vice versa).”
The Silent and the Silenced in Organizational Knowing and Learning (2009, background): “An implication is that there is latent (i.e. unarticulated or tacit) knowledge which exists in the social setting of an organization and which is ‘waiting’ to be transformed, voiced and interpreted (Nonaka, 1994; Nonaka et al., 2000).”
Consultants and experts in management consulting firms (2001, background): “They can operate conversion modes such as externalisation and combination (Nonaka and Takeuchi, 1995; Nonaka et al., 2000).”