SECI model of knowledge dimensions: Difference between revisions

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{{Short description|Model of knowledge creation}}

{{unreferenced|date=February 2011}}

The '''SECI model of knowledge dimensions''' (or the '''Nonaka-Takeuchi model''') is a model of [[knowledge creation]] that explains how [[tacit knowledge|tacit]] and [[explicit knowledge]] are converted into [[organizational knowledge]]. The aim is to change the explicit knowledge of the model back into the tacit knowledge of the employees.<ref name="Laihonen">{{cite book |last1=Laihonen |first1=H |last2=Hannula |first2=M |last3=Helander |first3=N |last4=Ilvonen |first4=I |last5=Jussila |first5=J |last6=Kukko |first6=M |last7=Kärkkäinen |first7=H |last8=Lönnqvist |first8=A |last9=Myllärniemi |first9=J |last10=Pekkola |first10=S |last11=Virtanen |first11=P |last12=Vuori |first12=V |last13=Yliniemi |first13=T |title=Tietojohtaminen. Tampere University of Technology. Information and knowledge management research center NOVI. |date=2013 |isbn=978-952-15-3058-6}}</ref> In this case, employees' tacit knowledge can be kept in the organization. When employees express their thoughts and ideas openly and share their best working practices, it can lead to new innovations and help to make operations more efficient.<ref name="Laihonen" />

The theory of organizational knowledge creation developed by [[Ikujiro Nonaka]] and his colleagues (Nonaka 1994; Nonaka ''et al.'' 1994; Nonaka & Takeuchi 1995; Nonaka ''et al.'' 2000; 2001a;

Nonaka & Toyama 2003) originated in studies of information creation in innovating companies (Imai ''et al.'' 1985; Nonaka 1988a, 1988b, 1990, 1991b, Nonaka & Yamanouchi

1989; Nonaka & Kenney 1991) and appears to have undergone two phases of development.

The SECI model distinguishes four knowledge dimensions (forming the "SECI" acronym): [[Socialization]], [[Externalization (psychology)|Externalization]], [[Combinational logic|Combination]], and [[Internalization (sociology)|Internalization]]. The model was originally developed by [[Ikujiro Nonaka]] in 1990<ref>Nonaka, I. (1990). ''Management of Knowledge Creation''. Tokyo: Nihon Keizai Shinbun-sha.</ref> and later further refined by [[Hirotaka Takeuchi]].<ref>Xu, F. 2013. "The Formation and Development of Ikujiro Nonaka's Knowledge Creation Theory." Pp. 60-76 in ''Towards Organizational Knowledge: The Pioneering Work of Ikujiro Nonaka'', edited by G. von Krogh et al. Basingstoke, UK: Palgrave Macmillan.</ref>

Initially a two dimensional theory of knowledge creation was proposed (Nonaka 1994: 16-17; Nonaka & Takeuchi 1995: 57-60). The first, or “epistemological”, dimension is the site of“[[social interaction]]” between [[Tacit knowledge|tacit]] and [[explicit knowledge]] whereby knowledge is converted from one type to another, and new knowledge created (Nonaka ''et al.'' 1994: 338; Nonaka 1994: 15).

== Four modes of knowledge conversion were identified (Figure 1): ==

[[File:SECI Model.jpg|thumb|alt=SECI model of Knowledge creation.|SECI model of knowledge dimensions]]

# tacit to tacit(Socialization);

# tacit to explicit (Externalization);

# explicit to explicit (Combination), and

# explicit to tacit (Internalization).

Assuming that knowledge is created through the interaction between tacit and explicit knowledge, four different modes of knowledge conversion can be postulated: from tacit knowledge to tacit knowledge (''socialization''), from tacit knowledge to explicit knowledge (''externalization''), from explicit knowledge to explicit knowledge (''combination''), and from explicit knowledge to tacit knowledge (''internalization'').<ref name=":1">Nonaka, Ikujiro; Takeuchi, Hirotaka (1995), The knowledge creating company: how Japanese companies create the dynamics of innovation, New York: Oxford University Press, {{ISBN|978-0-19-509269-1}}</ref>

After [[Internalization]] the process continues at a new ‘level’,hence the metaphor of a “spiral” of knowledge creation (Nonaka & Takeuchi 1995: 71-2, 89) often referred to as the SECI model.

Four modes of knowledge conversion:

[[File:seci.jpg]]

# ''Socialization'' (Tacit to Tacit) – [[Socialization]] is a process of [[sharing knowledge]], including observation, imitation, and practice through [[apprenticeship]]. Apprentices work with their teachers or [[Mentorship|mentors]] to gain knowledge by imitation, observation, and practice. In effect, socialization is about [[Knowledge capture|capturing knowledge]] by physical proximity, wherein direct interaction is a supported method to acquire knowledge.<ref name=":1" /> Socialization comes from sharing the experience with others. It also can come from direct interactions with customers and from inside your own organization, just by interacting with another section or working group. For example, brainstorming with colleagues. The tacit knowledge is transferred by common activity in the organizations, such as being together and living in the same environment.<ref name=":1" />

# ''Externalization'' (Tacit to Explicit) – Externalization is the process of making tacit knowledge explicit, wherein knowledge is [[Fluid and crystallized intelligence|crystallized]] and is thus able to be shared by others, becoming the basis of new knowledge. At this point, personal tacit knowledge becomes useful to others as well, because it is expressed in a form that can be interpreted and understood.<ref name="Laihonen"/> Concepts, images, and written documents, for example, can support this kind of interaction.<ref name=":1"/>

# ''Combination'' (Explicit to Explicit) – [[Combinational logic|Combination]] involves organizing and integrating knowledge, whereby different types of explicit knowledge are merged (for example, in building [[Prototype|prototypes]]). The creative use of computerized [[communication networks]] and large-scale databases can support this mode of knowledge conversion: explicit knowledge is collected from inside or outside the organization and then combined, edited, or processed to form new knowledge. The new explicit knowledge is then disseminated among the members of the organization.<ref name=":1" />

# ''Internalization'' (Explicit to Tacit) – [[Internalization (sociology)|Internalization]] involves the receiving and application of knowledge by an individual, enclosed by [[learning by doing|learning-by-doing]]. On the other hand, explicit knowledge becomes part of an individual's knowledge and will be assets for an organization. Internalization is also a process of continuous individual and collective reflection, as well as the ability to see connections and recognize patterns, and the capacity to [[Sensemaking|make sense]] between fields, ideas, and concepts.<ref name=":1" />

Above mentioned four modes of knowledge conversion form a spiral of knowledge creation.<ref name="Nonaka">Nonaka, I., Toyama, R., & Konno, N. (2000). SECI, Ba and leadership: a unified model of dynamic knowledge creation. Long range planning, 33(1), 5–34.</ref> Since knowledge creation can be seen as a continual process, the spiral evolves continuously through these four modes of knowledge conversion.<ref name="Nonaka" /> Moreover, with the four modes of knowledge conversion, the interaction that takes place between tacit and explicit knowledge is strengthened in a spiral.<ref name="Nonaka" />

==See also==

*[I-Space]

Nonaka and Konno subsequently developed the SECI model by introducing the Japanese concept of '''Ba''<nowiki/>', which roughly translates as 'place'. ''Ba'' can be thought of as a shared context or shared space in which knowledge is shared, created, and utilized. It is a concept that unifies physical space such as an office space, virtual space such as e-mail, and mental space such as shared ideas.<ref>Nonaka, I. & Konno, N. (1998). The Concept of Ba: Building a Foundation for Knowledge Creation. California Management Review, vol. 40, is. 3, (pp.45).</ref>

[[Category:Organizational studies and human resource management]]

==Acceptance==

{{morerefs|section|date=June 2021}}

Nonaka’s and Takeuchi’s SECI model is widely known and has achieved [[Paradigm|paradigmatic]] status. Perceived advantages of the model include:

*its appreciation of the dynamic nature of knowledge and knowledge creation.<ref name="Nonaka" />

*it provides a framework for the management of the relevant processes.

The model has also been much criticized at times.<ref name=":0">{{Cite journal|last=Gourlay|first=Stephen|date=2006|title=Conceptualizing Knowledge Creation: A Critique of Nonaka's Theory|journal=Journal of Management Studies|volume=43|issue=7|pages=1415–1416, 1421|doi=10.1111/j.1467-6486.2006.00637.x |s2cid=20164658 |url=https://eprints.kingston.ac.uk/id/eprint/339/1/Gourlay-S-339.pdf }}</ref> Criticisms include:

*It is based on a study of Japanese organizations, which heavily rely on tacit knowledge: employees are often with a company for life.

*The [[linearity]] of the concept: can the spiral jump steps? Can it go counter-clockwise? Since the model is bi-directional with only two nodes, the answer is yes, but so what? An example would be an elevator in a two-story building. While it may have numbers for the floor to push to go to, it could just as easily function with only a "go" button.

*Stephen Gourlay (2006) has considered why knowledge conversion has to begin with socialization if tacit knowledge is the source of new knowledge. Knowledge conversion could also begin for example with combination because new knowledge creation would begin with the [[creative synthesis]] of explicit knowledge.<ref name=":0" />

*The model does not explain at all how new ideas and solutions are developed in practice.<ref>{{Cite book|last=Bereiter|first=Carl|title=Education and mind in the knowledge age|publisher=Taylor & Francis Group|year=2002|isbn=0-8058-3943-7|pages=177}}</ref>

== See also ==

* [[Four stages of competence]]

* [[I-Space (conceptual framework)]]

*[[Tacit knowledge]]

*[[Explicit knowledge]]

*[[Organizational learning]]

== References ==

{{Reflist}}

== Further reading ==

*{{Citation

| last=Gourlay | first=Stephen

| year=2003

| chapter=The SECI model of knowledge creation: some empirical shortcomings

| title=4th European Conference on Knowledge Management

| pages=377–385

| ___location=Oxford, England, 18-19 Sep 2003

| url=http://eprints.kingston.ac.uk/2291/

}}

*{{Citation

|last = Nonaka

|first = Ikujiro

|author-link = Ikujiro Nonaka

|year = 1991

|title = The knowledge creating company

|journal = Harvard Business Review

|volume = 69

|issue = 6 Nov-Dec

|pages = 96–104

|url = http://hbr.harvardbusiness.org/2007/07/the-knowledge-creating-company/es

|postscript = .

|url-status = dead

|archive-url = https://web.archive.org/web/20091125030153/http://hbr.harvardbusiness.org/2007/07/the-knowledge-creating-company/es

|archive-date = 2009-11-25

}}

*Nonaka, Ikujiro, and [[Hirotaka Takeuchi]]. 1995. ''[https://books.google.com/books?id=B-qxrPaU1-MC The knowledge creating company: how Japanese companies create the dynamics of innovation]''. New York: Oxford University Press. ISBN 978-0-19-509269-1.

*Seufert, A., G. Von Krogh, and A. Bach. 1999. "Towards knowledge networking." ''Journal of Knowledge Management'' 3(3):180–90.

*{{Citation

| last=Siemens| first=George

| author-link=George Siemens

| year=2006

| title=Knowing Knowledge

| publisher= Lulu Publishing

}}.

*Xu, F. 2013. "The Formation and Development of Ikujiro Nonaka's Knowledge Creation Theory." Pp. 60-76 in ''Towards Organizational Knowledge: The Pioneering Work of Ikujiro Nonaka'', edited by G. von Krogh et al. Basingstoke, UK: Palgrave Macmillan.

*Kahrens, M., & Früauff, D. H. (2018). Critical evaluation of Nonaka’s SECI model. The Palgrave Handbook of Knowledge Management, 53-83.

{{Knowledge management}}

{{DEFAULTSORT:SECI Model}}

[[Category:Knowledge management]]