Academic literature on the topic 'Socialisation externalisation combination internalisation (SECI)'

Abstract The effectiveness of Japanese management methodologies is making them increasingly popular with business organisations all over the world. This paper aims to present one of the least known knowledge management theories: the knowledge creation model by I. Nonaka and H. Takeuchi. In their approach to the theory of organisational learning and knowledge creation, Nonaka and Takeuchi propose a categorisation of knowledge into tacit and explicit (formal) knowledge and explore the relationships between knowledge production, transfer and application; they also address the issue of applying existing and creating new knowledge. Presented SECI model captures the conversion of tacit knowledge into explicit knowledge in four steps: Socialisation, Externalisation, Combination and Internalisation. The paper examines case studies that illustrate the practical application of the processes.

IntroductionA key discussion point during HTAi's 2018 Meeting was how Health Technology Assessment (HTA) practitioners might borrow ideas from other industries or academic areas. Organisational learning (OL) is the study of how individual knowledge is shared within an organisation to become institutional/group knowledge. There are several models of OL, all focusing on how tacit knowledge (abstract, personalised, hard to define, action-based) is converted to explicit knowledge (definable, concrete, fixed, information-based). Effective knowledge sharing is crucial to leveraging individual knowledge to drive innovation, efficiency and effectiveness. Information retrieval is a knowledge-intensive field, with many processes requiring both tacit and explicit knowledge. Ideas from OL demonstrate ways to improve practice by increasing knowledge sharing.MethodsNonaka & Takeuchi's (1994) SECI model describes the cyclical process by which knowledge is shared. The model includes 4 stages: socialisation (tacit-to-tacit), externalisation (tacit-to-explicit), combination (explicit-to-explicit) and internalisation (explicit-to-tacit). Each stage describes how knowledge sharing takes place and highlights ways to ameliorate these processes. Information retrieval involves many elements that require or benefit from knowledge sharing and both tacit and explicit knowledge is required.ResultsIn the SECI model the Socialisation stage is characterised by face-to-face learning. Peer reviewing of search strategies, open dialogue and team working are ways of facilitating this stage. The Externalisation stage is crucial to OL. This can be seen as the practice-into-research stage; the results of successful experimentation, for example with search filters. The Combination stage is the easiest to understand. Communities of practice and inter-organisational networks can widen knowledge sharing and help refine or increase detail of best practice. The Internalisation stage is the hardest to conceptualise or measure. The extent to which guidelines become adopted in individual practice is one way to gauge Internalisation.ConclusionsInformation retrieval practitioners could benefit from thinking about ways to improve knowledge sharing. Models of OL can be instructive in this regard.

Abstract This research deals with the question of which similarities and differences exist between Japanese, South Korean, and Austrian new ventures in terms of knowledge creation. The theoretical framework supporting this research is the SECI model developed by the two Japanese economists Nonaka Ikujiro and Takeuchi Hirotaka. Under the consideration of five conditions that must be met in a company, new knowledge can be created through the interaction of implicit and explicit knowledge by passing through the four modes socialisation, externalisation, combination, and internalisation. To answer this research question, an online questionnaire was sent to new ventures in Japan, South Korea, and Austria with a total of 154 companies participating. Additionally 12 expert interviews with employees or founders of new ventures were held. The result of the nonrepresentative research showed that a lot of similarities exist among the surveyed companies in terms of knowledge creation. Still there exists one important difference in the implementation of one of the five conditions of the SECI model. In comparison to Austrian companies, the majority of the Japanese and South Korean new ventures stated that their management often intentionally causes crisis/stress conditions, which can support the exchange of information and knowledge in a company.

Purpose The purpose of this paper is to examine employees’ knowledge creation processes by leveraging a conceptual framework based on the socialisation, externalisation, combination and internalisation (SECI) model introduced by Nonaka and Takeuchi (1995). Given that many employees work within teams, in the current study, the authors examine the impact that team-level trust and intrinsic motivation have on an employee’s SECI model and, in turn, the relationship between SECI model and individual creativity. As such, this work represents one of the first works to examine team-level factors that shape individual knowledge creation and creativity. Additionally, building on and extending previous SECI research, the authors develop a scale to measure SECI models that uses peer-rated assessments. Design/methodology/approach Data were collected from 431 employees who worked in 59 teams drawn from 51 companies in a variety of industry sectors, both SME’s and corporate. To minimise common method bias, the SECI model questionnaire was adapted to the individual level through peer ratings instead of self-ratings (each employee rated three peers). To assess the hypotheses, hierarchical linear models using IBM SPSS were applied. The questionnaires were completed using both paper and online versions. Findings Results showed that SECI mediates the relationships between individual-level creativity and both team-level intrinsic motivation and trust. Furthermore, findings suggest that the scale developed is a reliable measure of SECI. Practical implications Knowledge creation and sharing practices should take into account both, a team’s trust and its intrinsic motivation, which would result in creativity. Originality/value This paper examines the impact that team-level factors (i.e. team trust and team intrinsic motivation) have on individual SECI and creativity across a variety of industries. As such, this work is one of the first to examine the impact of team-level factors in shaping individual knowledge creation and creativity. Given the support that the study found for this hypothesis, this work demonstrates that team trust and intrinsic motivation are salient factors in shaping individual employee knowledge creation and creativity. Given the novelty of this work, the authors hope is that this study will be the foundation upon future cross-level studies of individual-level SECI and individual creativity can be built so as to improve SECI models.

PurposeThis paper aims to review the knowledge management (KM) processes, knowledge conversion modes and critical success factors (CSFs) and contextualise them to the construction setting to guide effective KM implementation.Design/methodology/approachThis paper is conceptual in nature. It begins with a review of issues faced by construction organisations, which led them to consider implementing KM. This is followed by a comprehensive review of KM processes, knowledge conversion modes, KM CSFs and their application to the construction industry.FindingsBased on the socialisation, externalisation, combination and internalisation (SECI) model, the knowledge conversion modes are discussed, linking them to the KM processes of knowledge creation, sharing, storage and application. The KM CSFs identified from construction literature suggest that they can be categorised into two groups, namely, factors within organisational control (managerial influence, technological influence and resource influence) and factors beyond organisational control (social influence, political influence, environmental influence, economic influence, industry influence and construction technology influence). The resulting review is discussed in terms of how construction organisations can implement KM effectively to achieve the desired project performance outcomes in terms of time, cost and quality.Research limitations/implicationsAlthough this paper has made some theoretical contributions, a quantitative analysis will further reinforce its value both in theory and practice, particularly in terms of applying the KM processes and CSFs to different organisational, industry and country settings. A quantitative research is being carried out in the major construction sector in Sri Lanka to establish the relationships between the KM processes, knowledge conversion modes and KM CSFs with project performance outcomes, which will be reported in a subsequent publication.Practical implicationsAs the construction industry uses a considerable number of knowledge workers, implementing KM for project planning and execution is the key to sustaining the growth of construction organisations and industry, particularly when KM implementation is linked to project performance outcomes. Practical implications are provided in terms of what successful KM implementation entails.Social implicationsEffective KM implementation can serve as a conduit for construction organisations to build capacity and develop the ability to react quickly to social challenges brought about by different stakeholders, even before the project commences, so that the project performance outcomes will not be affected. Another social implication is the role played by project team members, in which efforts have to be put in place to facilitate the use of KM processes, so that teams can align project activities to the general good of their organisations.Originality/valueA comprehensive KM framework that guides the construction industry on KM implementation is long overdue. This research represents the first of such attempts to view KM from a wider perspective, both in terms of internal and external influences affecting construction organisations. Once the conceptual framework developed is validated, it is expected to bring enormous benefits to different stakeholders.

BackgroundRelatively little is known about how people and groups who function in boundary-spanning positions between different sectors, organisations and professions contribute to improved quality of health care and clinical outcomes.ObjectivesTo explore whether or not boundary-spanning processes stimulate the creation and exchange of knowledge between sectors, organisations and professions and whether or not this leads, through better integration of services, to improvements in the quality of care.DesignA 2-year longitudinal nested case study design using mixed methods.SettingAn inner-city area in England (‘Coxford’) comprising 26 general practices in ‘Westpark’ and a comparative sample of 57 practices.ParticipantsHealth-care and non-health-care practitioners representing the range of staff participating in the Westpark Initiative (WI) and patients.InterventionsThe WI sought to improve services through facilitating knowledge exchange and collaboration between general practitioners, community services, voluntary groups and acute specialists during the period late 2009 to early 2012. We investigated the impact of the four WI boundary-spanning teams on services and the processes through which they produced their effects.Main outcome measures(1) Quality-of-care indicators during the period 2008–11; (2) diabetes admissions data from April 2006 to December 2011, adjusted for deprivation scores; and (3) referrals to psychological therapies from January 2010 to March 2012.Data sourcesData sources included 42 semistructured staff interviews, 361 hours of non-participant observation, 36 online diaries, 103 respondents to a staff survey, two patient focus groups and a secondary analyses of local and national data sets.ResultsThe four teams varied in their ability to, first, exchange knowledge across boundaries and, second, implement changes to improve the integration of services. The study setting experienced conditions of flux and uncertainty in which known horizontal and vertical structures underwent considerable change and the WI did not run its course as originally planned. Although knowledge exchanges did occur across sectoral, organisational and professional boundaries, in the case of child and family health services, early efforts to improve the integration of services were not sustained. In the case of dementia, team leadership and membership were undermined by external reorganisations. The anxiety and depression in black and minority ethnic populations team succeeded in reaching its self-defined goal of increasing referrals from Westpark practices to the local well-being service. From October to December 2010 onwards, referrals have been generally higher in the six practices with a link worker than in those without, but the performance of Westpark and Coxford practices did not differ significantly on three national quality indicators. General practices in a WI diabetes ‘cluster’ performed better on three of 17 Quality and Outcomes Framework (QOF) indicators than practices in the remainder of Westpark and in the wider Coxford primary care trust. Surprisingly, practices in Westpark, but not in the diabetes cluster, performed better on one indicator. No statistically significant differences were found on the remaining 13 QOF indicators. The time profiles differed significantly between the three groups for elective and emergency admissions and bed-days.ConclusionsBoundary spanning is a potential solution to the challenge of integrating health-care services and we explored how such processes perform in an ‘extreme case’ context of uncertainty. Although the WI may have been a necessary intervention to enable knowledge exchange across a range of boundaries, it was not alone sufficient. Even in the face of substantial challenges, one of the four teams was able to adapt and build resilience. Implications for future boundary-spanning interventions are identified. Future research should evaluate the direct, measurable and sustained impact of boundary-spanning processes on patient care outcomes (and experiences), as well as further empirically based critiques and reconceptualisations of the socialisation → externalisation → combination → internalisation (SECI) model, so that the implications can be translated into practical ideas developed in partnership with NHS managers.FundingThe National Institute for Health Research Health Services and Delivery Research programme.

In this paper, we discuss a special case of knowledge creation via pattern mining that was studied using a hermeneutic approach. The reported study explores the nature of knowledge creation by domain practitioners who do not communicate directly. The focus of this paper extends the traditional view of a knowledge creation process beyond organisational boundaries. The proposed knowledge creation framework explains the facilitated process of knowledge creation by its qualification, combination, socialisation, externalisation, internalisation and introspection, thus allowing the transformation of individual experience and knowledge into formalised shareable domain knowledge.

As a complex method for manufacturing and development, concurrent engineering has been studied and implemented extensively in the manufacturing industry to speed up production schedules and to reduce costs. One of the tools used in concurrent engineering is computer-aided design or CAD in short. CAD applications in multifunctional knowledge distribution refer to the use of CAD to provide information to different groups of employees in their organisation to sustain new product development activities. Similarly, the move towards knowledge-based competition amplifies the importance of bridging actions in addition to tactical coalitions where key role of institutional knowledge, system improvement and knowledge sharing are focussed on. However, very few studies have been conducted on the use of CAD and knowledge management in influencing concurrent engineering project performance in Malaysian manufacturing firms. Hence, this study focusses on determining the nature of the relationship between CAD use and knowledge management with concurrent engineering project performance in a Malaysian manufacturing firm. A survey was conducted within the firm, yielding a total of 226 usable responses that were then analysed using SPSS. The findings indicate that there is a significant positive relationship between CAD use and knowledge management and concurrent engineering project performance. In addition, CAD use for cross-functional information sharing together with the three knowledge management processes — internalisation, combination and externalisation can explain 55.3% of the variance in concurrent engineering project performance. An interesting finding of this study based on the multiple regression analysis conducted is that the use of CAD for engineering design and socialisation are not significant in influencing concurrent engineering project performance. In practice, this finding is relevant because when coupled with CAD use, knowledge management approaches that are more externalisation, combination and internalisation-orientated are often practiced if compared to socialisation-orientated activities.

This paper investigates the application of Enterprise Social Software for knowledge management in Australia. The Enterprise Social Software researched here assisted in collaborative knowledge sharing to support data-driven decision making. Enterprise Social Software was beneficial for complex tasks, especially those that involved a wide range of collaborators such as multi-disciplinary teams or geographically distant users. Australian knowledge workers found Enterprise Social Software to be extremely helpful in enhancing their externalisation and combination, but less proficient in socialisation and internalisation. In overall, there was agreement among respondents that Enterprise Social Software was facilitating them to meet work requirements which would be very hard or impossible to deliver without. The findings highlight Enterprise Social Software as a technological platform that diffuses the task complexity facing knowledge workers in Australia as a representation of the next generation Knowledge Management Systems.

Knowledge is recognised as being an important asset in organisations these days. Despite this, many organisations are not doing enough to effectively manage this important asset for its competitive advantage. In response to this, knowledge management which is defined as a process that effectively creates, captures, shares and uses organisation-wide knowledge to improve the organisation's performance was conceived and has since gained widespread acceptance the world over. Despite its widespread acceptance, little is known about the current levels of knowledge management practice within the Malaysian context, in particular amongst the Multimedia Super Corridor status companies in Malaysia. In view of this, the research problem formulated for this study is: 'How and why do Multimedia Super Corridor status companies in Malaysia practise knowledge management?' Based on this research problem, three research questions that look specifically at the knowledge management enablers, knowledge management processes and knowledge management outcomes were identified based on the literature review. The literature review provides an overview of knowledge and the different types of knowledge. It then chronicles the developments of knowledge management and canvasses extant literature on knowledge management within the Malaysian context. It found that there are various enablers of knowledge management that may impact on the level of knowledge management practice in Malaysia. These enablers can be broadly categorised as culture, structure, people and information technology infrastructure. To further comprehend the knowledge creation process, this study utilised Nonaka and Takeuchi's (1995) socialisation, externalisation, combination and internalisation (SECI) model for knowledge creation. In addition to this, organisational efficiency, competitive advantage, maximisation of organisational potential, and better management of knowledge assets were identified as key knowledge management outcomes in organisations. These knowledge management enablers, processes and outcomes were used to develop a preliminary theoretical framework upon which this research was based upon. This exploratory research employs the use of qualitative multiple case studies operating within a critical realism research paradigm. This research uses a total of four cases with three interviews each giving a total of twelve interviews. The literature review and two in-depth convergent interviews were the basis upon which the interview protocol was formulated. This interview protocol was then administered to a pilot case involving three interviews. This process was repeated in the main data collection stage on three different cases with three interviews per case. The main findings of this research are the ten different enablers of knowledge management that either take on the roles of inhibitor or facilitator. The facilitators of knowledge management are collaboration, mutual trust, learning, leadership, incentives and rewards, IT infrastructure and T-shaped skills. The inhibitors of knowledge management are centralisation and kiasu-ism. Another variable - formalisation has both positive and negative effects on knowledge management as it acts as an inhibitor to the socialisation knowledge creation process but acts as a facilitator to the other three knowledge processes. This research also found that all four knowledge processes - socialisation, externalisation, combination and internalisation are being used by all cases to create knowledge with preference given to socialisation and combination. In addition, knowledge management is found to positively affect the organisations’ competitive advantage, organisational efficiency, maximising organisational potential and effective management of knowledge assets. Further research utilising a quantitative approach to test the theory developed from this study apart from analysing the new variable kiasu-ism and the concept of ba were suggested to better comprehend the practise of knowledge management in Malaysia.

This thesis is broadly concerned with the future of the Human Resources function within organisations. The nature of these concerns is two-fold: first, how can Human Resources deal effectively with the challenges of organisational life today; second, how can Human Resources convince senior management that it is both relevant, and necessary, to the economic success of the enterprise, and so assure its future as an internal organisational function. This thesis posits that not only does an involvement in the knowledge management process hold considerable benefits for an organisation through a direct and positive influence on the �bottom-line�, but that such an involvement takes on a specialised set of aims and objectives within the human resource perspective that should not be ignored. The argument is that Human Resources, with its own knowledge-awareness and overview of the structures, manpower, performance and reward systems, and training and development programs, is uniquely placed to be instrumental in creating the open, unselfish culture required to make a success of Knowledge Management, and secure its own future as a trusted and valued strategic partner, fully contributing to the enhancement of organisational performance, and ultimately, the organisation�s place in the world. The thesis commences with an overview of how Human Resources has defined its role within organisations since the 1980s. The challenges and concerns of human resources professionals are discussed, and the opportunity for them to take the lead in developing the social networks that are vital to the capture and transfer of knowledge is foreshadowed. An examination of knowledge and knowledge management concepts and principles, and a discussion of the specialised aims and objectives that a knowledge management system can be argued to have within a human resources management perspective in the 21st century is discussed next. As learning from experience with the aim of improving business performance is one of the uses of knowledge management, a discussion of �learning� and the concepts of the �learning organisation� follows. The chapters in the first part of the thesis contain the theoretical material concerning knowledge and knowledge management, learning and the Learning Organisation, and the argument that Human Resources is in a position to play a major role in moving the organisation's culture to one of value creation and valuable strategic decision-making capability, through its awareness of the concept of knowledge and its implementation of knowledge systems, policies, and practices. The second part of the thesis is more empirically based, and reports the results of recent research by the author into the levels of awareness of the knowledge concept, and the degree to which knowledge management systems, policies, and practices are being implemented. The purpose of the study was to test a number of hypotheses about knowledge and knowledge management and the role of the Human Resources function vis-a-vis these issues. The results and their implications are subsequently discussed. The thesis concludes with some reflections on the concepts of knowledge and learning, and the specialised role that the Human Resources professional can play in knowledge work.