Abstract
In the context of Knowledge Management, there are many theories and definitions have been drawn by various individuals and organisations and used in literature and practice. This article discusses the most cited theory in Knowldege Management, called 'SECI' model which is developed and enhanced by Ikujorio Nonaka et al., during 1990's, by describing it's characteristics and functionality. It discusses my position on the said model with criticism and also the criticism of my colleagues who are learning the same. It also discusses how Nonaka's model practically apply in organizations globally and it's drawbacks with examples, and conclude with the reflections of learning together.
1. Overview
1.1 Knowledge Management Models
What is Nonaka's SECI Model –
"Ikujurio Nonaka, with his various co-authors Hirotaka Takeuchi, Georg von Krogh and others, created a dynamic model to illustrate organisational knowledge creation in a series of books and articles that began appearing in the early 1990s. The SECI model (the acronym stands for Socialization, Externalization, Combination, Internalization) was first proposed in 1991 (Nonaka 1991), though was refined and expanded for a broader audience in the popular book, The Knowledge Creating Company" (Nonaka & Takeuchi 1995) (cited by Rice J B)
According to them, knowledge creation is a spiralling process of interactions between 2 categories namely, explicit and tacit knowledge which leads to the creation of new knowledge. The combination of these two categories made it possible to conceptualize, four conversion patterns which is called the SECI model.
The four modes of knowledge conversion which interact in the spiral of knowledge creation, become larger in scale as it moves up through organizational levels, and can generate new spirals of knowledge creation.
Fig 1. SECI model by Nonaka Takeuchi (1995)
1. Socialization -
In socialization, the conversion of tacit knowledge is through the interaction between individuals. The key aspect of acquiring tacit knowledge is through experience where the individuals share such experience among themselves. The tacit knowledge is exchanged through join activities – such as being together, spending time, living in the same environment – rather than through written or verbal instructions.
2. Externalization –
Externalization is the developing of concepts which embedded the combined tacit knowledge, and translate into comprehensible forms of knowledge understood by others. There are two key factors of externalization, where the first is the conversion of tacit into explicit knowledge, which involves techniques that help to express one's ideas' or images as words, concepts, figurative language and visuals. The second key factor is translating the tacit knowledge of people into readily understandable forms.
3. Combination -
4. Internalization
The internalization of newly created knowledge is the conversion of explicit knowledge into the organization's tacit knowledge. In practice internalization relies on two dimentions. Firstly , the explicit knowledge has to be embodied in action and practice where the process of internalization, it actualizes concepts or methods about strategy , tactics, innovation or improvement. Secondly, there is a process of embodying the explicit knowledge by using simulations or experiments to trigger learning by doing processes.
The core behavioural assumption in the model is that knowledge creating companies continually encourage the flow of knowledge between individuals and staff groups to improve both tacit and explicit knowledge stocks. The critical knowledge management assumption of the SECI process is that knowledge is created and improved as it flows through different levels of the organisation and between individuals and groups. Thus, knowledge value is created through synergies between knowledge holders (both individual and group) within a supportive and developmental organisational context.
References
1. Tom De Geytere, 12 Manage Management Communities – SECI model (Nonaka Takeuchi), http://www.12manage.com/methods_nonaka_seci.html [ Accessed on 10-02-2008]
2. John l. Rice & Bridget S. Rice , 'The applicability of the SECI model to multi organisational endeavours: an integrative review ', International Journal of Organisational Behaviour, Volume 9 (8), 671-682
3. Stephen Gourlay, The SECI model of knowledge creation: some empirical shortcomings
http://myweb.tiscali.co.uk/sngourlay/PDFs/Gourlay%202004%20SECI.pdf [Accessed on 10-02-08]
