The Knowledge-Creating Company¶
Nonaka, I., & Takeuchi, H. (1995). The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. Oxford University Press.
Cited by¶
7 citations across 7 artifacts.
Each citation links to the sentence it supports in the citing article.
Primes¶
- Boundary State Loss
- The same vocabulary works across all the substrates with substantive bite: an overlap window is parallel-run cutover in systems migration, a co-operating year in surgery, and a ninety-day overlap with a departing attorney in law.
This sourceDevelops the tacit/explicit knowledge distinction and the socialization (overlap, apprenticeship) mode by which tacit knowledge is transferred alongside explicit artifacts.
- The same vocabulary works across all the substrates with substantive bite: an overlap window is parallel-run cutover in systems migration, a co-operating year in surgery, and a ninety-day overlap with a departing attorney in law.
- Collective Systemic Learning
- that collective learning requires mechanisms for knowledge capture (converting individual and localized experience into organizational knowledge), integration (connecting insights across sub-units and domains), and diffusion (propagating learning so it informs future decisions across the system)
This sourceSECI model of tacit-to-explicit knowledge conversion; treats externalization/codification of person-bound know-how into shareable organizational knowledge as a deliberate act.
Supported in partVerified against the publisher's abstract
The abstract evidences only the conversion of tacit into explicit, shareable knowledge (capture/codification); it says nothing about cross-unit integration or system-wide diffusion of that learning.
“Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.”
- that collective learning requires mechanisms for knowledge capture (converting individual and localized experience into organizational knowledge), integration (connecting insights across sub-units and domains), and diffusion (propagating learning so it informs future decisions across the system)
- Formalization
- The act is intentional and human-driven: someone decides that a practice has become stable, important, or contested enough to be worth writing down, and undertakes the labor of articulating it.
This sourceDevelops the deliberate, agent-driven conversion of tacit, person-bound know-how into explicit, codified, shareable knowledge ('externalization' in the SECI model); separates having a competent practice from having a stated, reusable, auditable system.
Supported in partVerified against the publisher's abstract
The book's abstract asserts deliberate translation of tacit into explicit, shareable knowledge inside firms, but says nothing about the claim's criterion that a practice be stable, important, or contested before it is written down.
“this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.”
- The act is intentional and human-driven: someone decides that a practice has become stable, important, or contested enough to be worth writing down, and undertakes the labor of articulating it.
- Implicit Knowledge
- transmission and acquisition occur not through verbal explication alone but through demonstration, practice, supervised experience, and Rylean know-how rather than know-that; and (4) the codification limit
This sourceDevelops the deliberate conversion of tacit, person-bound know-how into explicit, codified, shareable knowledge (externalization) as an intentional, agent-driven organizational act; separates having a competent practice from having a stated, reusable, auditable system for it.
Supported in partVerified against the publisher's abstract
Nonaka & Takeuchi's abstract backs the tacit-to-explicit conversion (codification/externalization) clause, but says nothing about apprenticeship transmission, supervised practice, or Rylean know-how versus know-that.
“this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.”
- transmission and acquisition occur not through verbal explication alone but through demonstration, practice, supervised experience, and Rylean know-how rather than know-that; and (4) the codification limit
- Legacy Integration
- T3: Tacit knowledge is harder to transfer than explicit knowledge, but it is often more valuable. Legacy integration distinguishes between tacit knowledge (how to read a patient's subtle signs, how to navigate organizational politics, how to build trust) and explicit knowledge (documented procedures, archived data, formal policies), a distinction Nonaka and Takeuchi (1995) operationalize in the SECI knowledge-conversion framework.
This sourceDevelops the deliberate conversion of tacit, person-bound know-how into explicit, codified, shareable knowledge (externalization) as an intentional, agent-driven organizational act; separates having a competent practice from having a stated, reusable, auditable system for it.
Supported in partVerified against the publisher's abstract
The abstract states Japanese firms translate tacit into explicit knowledge, backing the tacit/explicit distinction but not the SECI label or the transfer claim.
“this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.”
- T3: Tacit knowledge is harder to transfer than explicit knowledge, but it is often more valuable. Legacy integration distinguishes between tacit knowledge (how to read a patient's subtle signs, how to navigate organizational politics, how to build trust) and explicit knowledge (documented procedures, archived data, formal policies), a distinction Nonaka and Takeuchi (1995) operationalize in the SECI knowledge-conversion framework.
- Two-Store Architecture
- Journalism pairs the news cycle with the historical record; version control pairs the working tree and staging index with commit history, the commit being a deliberate, user-initiated transfer window.
This sourceModels the conversion of tacit (in-head, fragile) knowledge into explicit (durable, institutional) knowledge — the transfer from individual to organizational memory.
- Journalism pairs the news cycle with the historical record; version control pairs the working tree and staging index with commit history, the commit being a deliberate, user-initiated transfer window.
Mechanisms¶
- Knowledge Transfer Playbook
- The move it operationalizes is socialization in the sense of the SECI model
This sourceDefines socialization in the SECI model as tacit-to-tacit knowledge transfer through shared experience and practice.
- The move it operationalizes is socialization in the sense of the SECI model
Verification¶
Does it exist? Confirmed. This work's DOI resolves to a registered record, which fixes its identity. That is all it fixes.
Does it back the claim? Read against the text for 4 of 7 citations: 4 supported in part. Each verdict is shown under its citation below, with what in the work backs the sentence.
Support is checked per citation rather than per work — the same source can be cited soundly in one article and wrongly in another. Per-citation recording began recently, so a citation with no recorded check is a gap in the record rather than evidence it went unchecked.
See how references were verified.
Links previously used in the corpus¶
Before the registry existed this work was also linked 1 other way.
Registry ID ref:34ef05df5024 · see in the full table