Knowledge Creation: The

SECI Model

Outline
Knowledge Creation
Knowledge Management
Types of Knowledge
The SECI Model

Knowledge creation
Knowledge creation according to the Nonaka'sSECI
model is about continuous transfer, combination,
and conversion of thedifferent types of
knowledge, as users practice, interact, and learn.
Cook and Brown (1999) distinguish
betweenknowledgeand knowing, and suggest that
knowledge creation is a product of the interplay
between them.
The shift in condition between the possession of
knowledge and the act of knowing - something that
comes about through practice, action, and
interaction- is the driving force in the creation of
new knowledge

Knowledge creation
Knowledge is created through practice,
collaboration, interaction, and education,
as the different knowledge types are
shared and converted.
Knowledge creation is also supported by
relevant informationanddatawhich can
improve decisions and serve as building
blocks in the creation of new knowledge.
It is important to support unstructured
work environments in areas where
creativity and innovation are important.

Knowledge Management
Knowledge management is essentially about getting the
rightknowledge to the right person at the right time.
It implies a strong tie to corporate strategy, understanding
where and in what forms knowledge exists, creating
processes that span organizational functions, and ensuring
that initiatives are accepted and supported by
organizational members.
Knowledge management may also include new knowledge
creation, or it may solely focus on knowledge sharing,
storage, and refinement.
Goal is to create value and to leverage, improve, and refine
competences and knowledge assets to meet organizational
goals and targets.
Implementing knowledge management has several
dimensions including: Organizational, Managerial,
Technological,Political

Types of Knowledge in KM
Explicit Knowledge
This type of knowledge is formalized and codified,
and is referred to as know-what . It is fairly easy to
identify, store, and retrieve . This is the type of
knowledge most easily handled by KMS, which are
very effective at facilitating the storage, retrieval,
and modification of documents and texts.
It involves ensuring that
- people have access to what they need
- important knowledge is stored
- that the knowledge is reviewed, updated, or
discarded.

Types of Knowledge in KM
Tacit Knowledge (Embodied Knowledge)
Originally defined by Polanyi in 1966. It is sometimes referred to
as know-how, and refers to intuitive, hard to define knowledge
that is largely experience based. It is often context dependent
and personal in nature. It is hard to communicate and deeply
rooted in action, commitment, and involvement (Nonaka 1994).
Tacit knowledge is regarded as valuable source of knowledge,
and the most likely to lead to breakthroughs in the organization.
Link between lack of focus on tacit knowledge and reduced
capability for innovation and sustained competitiveness.
KMS have a very hard time handling this type of knowledge.
Tacit knowledge is found in: the minds of human stakeholders. It
includes cultural beliefs, values, attitudes, mental models, etc. as
well as skills, capabilities and expertise

Types of Knowledge in KM
Embodied Knowledge
Knowledge that is locked in processes, products, culture,
routines, artifacts, or structures Knowledge is embedded either
formally, such as through a management initiative to formalize
a routine, or informally as the organization uses and applies the
other two knowledge types.
Found in: rules, processes, manuals, organizational culture,
codes of conduct, ethics, products, etc.
While embedded knowledge can exist in explicit sources (i.e. a
rule can be written in a manual), the knowledge itself is not
explicit, i.e. it is not immediately apparent why doing
something this way is beneficial to the organization.
Culture and routines are difficult to understand and hard to
change. Formalized routines may be easier to implement and
management can actively try to embed the fruits of lessons
learned directly into procedures, routines, and products.
IT's have some useful applications here.

The SECI Model

The SECI Model

Nonaka and Takeuchi introduced the SECI model
(Nonaka & Takeuchi 1996) which has become the
cornerstone ofknowledge creationand transfer
theory.
They proposed four ways that knowledge types
can be combined and converted, showing
howknowledgeis shared and created in the
organization.
The model is based on the two types of
knowledge: tacit , explicit

The SECI model

There are four basic patterns for creating
knowledge in any organization:
1. Socialization: From tacit to tacit
2. Externalization: From tacit to explicit
3. Combination: from explicit to explicit
4. Internalization: from explicit to tacit

The SECI model

Socialization: Tacit to tacit
Knowledge is passed on through practice,
guidance, imitation, and observation.

Externalization: Tacit to explicit

Tacit knowledge is codified into documents,
manuals, etc. so that it can spread more easily
through the organization.
The use of metaphor is cited as an important
externalization mechanism.

The SECI model

Combination: Explicit to explicit
This is the simplest form. Codified
knowledge sources (e.g. documents) are
combined to create new knowledge. it
does not extend the companys knowledge
base
Internalization: Explicit to tacit
As explicit sources are used and learned,
the knowledge is internalized, modifying the
user's existing tacit knowledge.

Points to ponder
How can our project (PECM) use KM to
achieve targets/goals? What should be the
KM strategy for the PECM project? How is
knowledge created here?
Knowledge cannot be explicit-is this
statement correct? Know-what how is it
a knowledge rather than information? How
does information fit into the SECI model?
Latest model on KC

For future talk on KC/KM

The Knowledge Creating Company

Systems methodology (eg. i-system)
Concept of Ba
Knowledge Assets

References
Nonoaka, Ikujiro, (1991)The Knowledge Creating
Company.
Harvard Business Review
Nonaka, I. & Takeuchi, H. (1995). The knowledge-creating
company: How Japanese Companies Create the
Dynamics of Innovation. New York: Oxford University Press
http://mcleanglobal.com/public/MGC/publications/Nonaka
%20and%20Takeuchi.pdf
Cook, S.D., & Brown, J.S. (1999), Bridging Epistemologies: the
Generative
Dance between Organizational Knowledge
and Organizational
Knowing.Organization Science, vol.
10, no. 4
Polanyi, M. (1966).The Tacit Dimension.London, Routledge &
Kegan Paul, 1966