A unified model of dynamic organizational knowledge creation. Explanation of SECI model of Nonaka and Takeuchi. ('95)
Contributed by: Tom De Geytere
What is the SECI model? Description
Ikujiro Nonaka and Hirotaka Takeuchi propose a model of the knowledge creating process to understand the dynamic nature of knowledge creation, and to manage such a process effectively: the SECI model. It consist of 3 elements:
These 3 elements interact with each other organically and dynamically. The knowledge assets of an organization are mobilized and shared in 'Ba' whereas the tacit knowledge held by individuals is converted and amplified by the spiral of knowledge through:
The three elements should be integrated under clear leadership so that the organization can create knowledge continuously and dynamically: it must become a discipline for organizational members.
The creation of knowledge is a continuous process of dynamic interactions
between tacit and explicit knowledge. The four modes of knowledge conversion
interact in the spiral of knowledge creation. The spiral becomes larger in
scale as it moves up through organizational levels, and can trigger new spirals
of knowledge creation.
This difficult concept (there is no exact translation of the word) can be defined as a shared context in which knowledge is shared, created and utilized through interaction.
The diagram illustrates the various types of Ba, each offering a context
for a specific step in the knowledge-creating process.
These are company-specific resources that are indispensable to create values for the firm. They are the inputs, outputs, and moderating factors, of the knowledge-creating process.
To effectively manage knowledge creation and exploitation, a company has
to 'map' its inventory of knowledge assets. Cataloguing is however not enough:
knowledge assets are dynamic; new knowledge assets can be created from existing
The role of leadership is illustrated in the next diagram:
Origin of the SECI model. History
The model from Nonaka and Takeuchi is based on Polanyi's distinction between tacit and explicit knowledge (1983) and provides an understanding of knowledge creation and management from a Japanese business culture perspective.
Strengths of the SECI model. Benefits
Limitations of the SECI model. Disadvantages