Professional Documents
Culture Documents
3 (2009) pp 635-652
Organization Science
in
DOl
: 04
1
IO.1287/orsc.I080.0412
2009 INFORMS
PERSPECTIVE
Tacit Knowledge and Knowledge Conversion:
Controversy and Advancement in Organizational
Knowledge Creation Theory
Ikujiro Nonaka
onaka'S paper [ 1 994 . A dynamic theory of organizational knowledge creation. Orgall. Sci. 5(1) 1 4-37] contributed to
Nthe concepts of "tacit knowledge" and "knowledge conversion" in organization science. We present work that shaped
the development of organizational knowledge creation theory and identify two premises upon which more than 15 years
of extensive academic work has been conducted: (I) tacit and explicit knowledge can be conceptually distinguished along
a continuum; (2) knowledge conversion explains. theoretically and empirically, the interaction between tacit and explicit
knowledge. Recently, scholars have raised several issues regarding the understanding of tacit knowledge as well as the
interaction between tacit and explicit knowledge in the theory. The purpose of this article is to introduce and comment
on the debate about organizational knowledge creation theory. We aim to help scholars make sense of this debate by
synthesizing six fundamental questions on organizational knowledge creation theory. Next, we seek to elaborate and advance
the theory by responding to questions and incorporating new research. Finally. we discllss implications of our endeavor for
organization science.
Key JIIords: organizational knowledge; organizational knowledge creation; knowledge-based view of the firm; organization
theory; social practice; innovation
His/DIY: Published online in Articles ill Advance January 22, 2009.
1. Introduction
2.
-----.:::
2.1.
(2003,
Third, knowledge is
;
HOIO
et al.
1996):
(2005)
( 1 9 75)
1963).
2002).
If the
2005).
QUESTION 1. What
initioll of k,lOlVledge?
is
2001 ,
work of Polanyi
( 1966, 1969).
knowledge. Polanyi
( 1 969)
1 995,
2002).
Therefore, "rules" of
2003)-'
63 8
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Pers
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pp. 635-652, 2009 JNFOR
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and
edge con
versIOn? .
3.
3.1.
Question
1: Status of "n'uth"
( 1 994),
Takeuchi
2003).
( 1 999)
"truth
(2005)
pro
(1 981),
1 958).
pec/h'
640
in question, and enable this individual to act, the group
to coordinate individual action, and shape "reality,"
Third, organizational knowledge creation theory also
includes a social definition of knowledge creation that
holds consequences for the status of "truth." Accord
ing to Nonaka ( 1 994), Nonaka and Takeuchi ( 1 995),
Nonaka and Konno (1998), and von Krogh et al. (2000),
knowledge is created through the interaction between
individuals with different biographies. Different biogra
phies imply that individuals bring different knowledge
and interests to the process, and these represent a specific
challenge. Early work proposed that knowledge creation
in organizations is influenced by factors such as organi
zational culture, leadership, organizational structures, and
incentives systems, which provide a social context for.
enable, or constrain the process where people with differ
ent knowledge and interests interact (Nonaka and Konno
1 998; Hedlund 1 986, 1994; Hedlund and Nonaka 1 993;
von Krogh 1998; Nonaka et al. 2000a). A large array
of empirical work confirmed that organizational knowl
edge creation is very sensitive to social context, such as
the organization of processes (Dyk et al. 2005), timing
of activities (Massey and Montoya-Weiss 2006), physical
proximity of people (McFadyen and Canella 2005), and
people's use of technology (Chou and He 2004).
People's justification of their beliefs is a process
embedded in a social context. The definition of "truth"
resulting from this process may be contested. People's
past investments in learning and knowledge shape their
current and future interests. For example, an engineer
might have invested years in learning how to build exact
physical models and product prototypes to be tested in
a laboratory. Consider the case where the cost of new
product development processes can be reduced by intro
ducing a technology that simulates products in virtual
reality, rather than doing physical experiments on proto
types. On the one hand, top management may embrace
this idea, suggest implementing the new technology, and
in the process, undermine the future need for the engi
neer's expertise. On the other hand, the engineer may
resist the introduction of the new technology. The engi
neer's version of "truth" may be that computer-generated
models fail to reveal all the technical parameters of
prototype testing. This example underscores an impor
tant insight about organizational knowledge creation:
The process is "fragile" and fraught with uncertainty,
conflicts of interest, and differences in mindset (see
Zarraga and Bonache 2005, Swan et al. 1999, Goodall
and Roberts 2003, Beech et al. 2002).
To conclude, knowledge as "justified true belief"
should not be considered a relapse into the correspon
dence doctrine that characterized mainstream organiza
tion theory articulated in the I 950s- I 970s. Rather, the
status of "truth" in the theory is that it relates to justi
fied beliefs, corresponds to pragmatist epistemology, and
results from processes where people individually and
FOft,\IS
----=:
3.2.
Question
tl
Science
anilalion
---
INFORMS
Question
641
be understood (e.g., expertise or organizational cul
ture), the continuum is valuable. Researchers can ana
lyze the interaction between tacit and explicit knowledge
or direct their attention to one end of the continuum.
For example, research can discern statistical relation
ships between intellectual property (explicit knowledge)
and finn performance or reveal the tacit knowledge
and creative processes of engineers as they develop
new patentable technologies (see also Ambrosini and
Bowman 2001, Arnulf 2005).
The fOCliS on empirical research and the need for
new theorizing was an important rationale for Winter
(1987) and Kogut and Zander ( 1 992) to distinguish
between tacit knowledge and explicit knowledge assets
in the knowledge-based view of the firm. For exam
ple, by focusing on explicit or "codified" knowledge
and the replication of technology, Kogut and Zander
( 1 992) could examine whether organizational growth
. and international expansion destroy the source of com
petitive advantages for the finn. It would be cumber
some if researchers who examine technical knowledge
under all circumstances had to consider tacit knowledge
in measuring technical progress and innovation. More
over, a prerogative use of "organizational knowledge"
could demand researchers to always consider its origin
in the tacit knowledge of people, groups, and organiza
tions. To advance the knowledge-based view of the firm,
history has shown that scholars need the choice of what
end of the knowledge continuum to focus on.
Second, one pUlpose of scholarShip in organization
science is to provide knowledge for management prac
tice. This requires that scholars not only develop and
test theory, but also that they extract knowledge that can
be used as input to solve practical problems in organi
zations (Eisenhardt 1989). The tacit/explicit distinction
along the continuum of knowledge allows us to examine
the tacit knowledge people use to solve tasks and also
to raise questions on how people in organizations some
times substitute tacit knowledge for "simple" explicit
knowledge, e.g., in a given context, elementary but effec
tive mles for problem definition and solving. Such ele
mentary rules are also an important target for empiri
cal research in organization science. They are valuable
to management practice. not as accurately "represent
ing" problems and solutions across organizations,' but
as a source of inspiration for how to do things dif
ferently and deal with new situations (see Crowston
1 997). For example, Flanagan et al. (2007) conducted
a case study of a diesel engine manufacturer, and their
results showed that senior designers often had "tacit
overview knowledge" of complex product designs with
modules and interconnections, as well as the project
organization (with roles and expertise) that mapped onto
these designs. Thus, senior designers played an impor
tant role in supporting teamwork by coordinating activ
ities and facilitating communication across large project
==
' OOO INF
642
O rgl1niznlion Science
4.
Question
Knowledge Conversion
Perspec
/i ,
O
eXPI
Ic
ur
: ;!
or
.1
"'0119
I'
----
643
-
--
-----------------------------OO'
---------
644
INFORMS
con
3J'IiZ:ltiOn
----
645
;0
;
646
-- --
--'--
peCli\'
-----,...:c::.:.
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FOR"se
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:
wever, there is currently limited understanding about
h
al practices emerge from knowledge
converSion.
ow soci
ro c onclude, knowledge conversion may have both a
ge and a social practice outcome. More research
knowled
. ne ed on the emergence of new social practices of
IS
knowledge converSIOn.
ed
Based on the
raised
:nd
=: OIS
Nonak
648
-----------------------------
HolV
COIl
leadership
1Il0tivate
alld
----....:
-----
Endnotes
and Schreinemakers
Tsoukas
(1996)
1 960s
2.1.
1950s,
1985).
(1994)
(1992) "cod
example
Nicolini et al.
"knowledge."
of
(2003),
the
(1994).
continuum
idea
is
found
In
6Varela
and
'ollilka
649
----
---------------------------------__
:
=---
--------
I
gi
Cge,
:993,
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