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This paper proposes a paradigm for managing the dynamic aspects of organizational knowledge creating processes. Its central theme is that organizational knowledge is created through a continuous dialogue between tacit and explicit knowledge. The nature of this dialogue is examined and four patterns of interaction involving tacit and explicit knowledge are identified. It is argued that while new knowledge is developed by individuals, organizations play a critical role in articulating and amplifying that knowledge. A theoretical framework is developed which provides an analytical perspective on the constituent dimensions of knowledge creation. This framework is then applied in two operational models for facilitating the dynamic creation of appropriate organizational knowledge.

Intro -- CONTENTS -- PREFACE -- ACKNOWLEDGMENTS -- Introduction: TO READ OR NOT -- One: THE SEMIOSIS OF LITERACY -- Two: WHOSE ENCYCLOPEDIA? -- Three: READING TRICKSTER WRITING -- Four: DISNEY'S LABYRINTH: EPCOT, CAPITAL OF THE TWENTY-FIRST CENTURY -- Five: THE SMITHSONIAN'S ENCYCLOPEDIA: MUSEUM AS CANON -- Conclusion: IMAGINING LITERACY IN A MIXED CULTURE -- NOTES -- REFERENCES -- INDEX.

Early modern Germany saw the dissemination of vast quantities of information at unprecedented speed. Popular knowledge, scientific inquiry, and scholarship influenced the political order, poetic expression, public opinion, and mechanisms of social control. This collection presents twelve essays by distinguished scholars regarding the transcendent nature of the Divine, the natural world, the body, sexuality, intellectual property, aesthetics, demons, and witches. The contributors are Thomas Cramer, Walter Haug, C. Stephen Jaeger, Thomas DaCosta Kaufmann, Jan-Dirk Måller, James A. Parente, Jr., Stephan K. Schindler, Gerhard F. Strasser, Lynne Tatlock, Elaine Tennant, Horst Wenzel, and Gerhild Scholz Williams.

Sustained competitive advantage has become problematic because of turbulent environments. Thus, a strategist's theory of the firm ought to focus on a theory of sustained competitive advantage. Clarifies the concept of turbulent environment faced by modern organizations. Argues that knowledge serves as an important source of sustained competitive advantage in turbulent environments. Viewing organizations as knowledge stocks poses questions of how to design organizations for knowledge management. Constitutional theories of the nation‐state are useful in this regard. Concludes with some preliminary thoughts on how the central concepts in constitutional theory can facilitate organizational design for knowledge management.

AbstractNonaka and Takeuchi's book The Knowledge Creating Company is one of the most influential in the field of knowledge management. The famous SECI Model, representing the four modes of knowledge creation (socialization, externalization, combination and internalization) seems to have been accepted by the knowledge management community as universally valid in conception and in application. This paper argues that the model must be seen first and foremost as a product of the environment from which it emerged, namely Japan. It is contended that each of the four modes can only be understood with reference to their embeddedness in Japanese social and organizational culture and related value systems. Thus the model should be used with caution. It should be seen as a map rather than a model; or perhaps as a special kind of mirror, which allows us to see ourselves and our knowledge management practices in new ways for directing change. Copyright © 2003 John Wiley & Sons, Ltd.